Chapter 15:
Marketing
Performance
Measurement
PowerPoint by:
Ray A. DeCormier, Ph.D.
Central Ct. State U.

Astute marketers evaluate the profitability of alternative
segments and assess their marketing mix to isolate problems
and opportunities and, if necessary, alter strategy. From this
chapter you will understand:
1.
A system for converting a strategy vision into a concrete set of
performance measures.
2.
The function and significance of marketing control in business
marketing management.
3.
The components of the control process.
4.
The distinctive value of “dashboards” for evaluating marketing
strategy performance.
5.
The importance of execution to the success of business
marketing strategy.



Have you ever wanted to coach a sports
team?
How about a baseball, basketball, hockey,
soccer, field hockey, or football team?
Managing a B2B Marketing team is like
being a B2B coach! 

The CEO is like being the head manager a football team.

The marketing manager is the team coach.

The sales manager is the offensive coach.

The salesperson is the quarterback.

The rest of the players are part of the team.

Implementing a marketing program is like executing a play book.

Implementing a strategy is like implementing a series of downs.

Implementing a tactic is like implementing a play.
Sports Analogy (con’t)
 The challenge is to select the correct strategy such as
“Should we focus on running or passing”?
 What are the other teams’ strengths and weaknesses and
what are our strengths and weaknesses?
 What plays should we employ to exploit the opposition’s
weaknesses and check their strengths?
 Business marketers do this same type of thinking when
responding to customer needs and dealing with
competitive influences.
5
Chief Marketing Officer (CMO) Council
 CEOs & Boards of Directors demand that CMOs
improve:
 Relevance
 Accountability
 Performance of their marketing organizations
 Key Importance: To prove marketing’s value there
needs to be a measuring tool that provides key
measures of performance. This can help:
1. Improve marketing’s efficiency.
2. Improve marketing’s effectiveness.
 This ranks among top challenges for CMOs.

Marketing Control Systems should provide information for:
1. Assessing and/or revising current strategy
2. Formulation of a new strategy
3. Allocating funds

A control system needs to:
1. Continuously collect data about appropriate
performance measures
2. Monitor the quality of strategy implementation
Checks actual against planned performance by
evaluating profitability of products, customer
segments, and territories.
1.
2.
3.
4.
Develop the strategy
Implement it
Control it
Understand the whole process
It’s a necessary but very difficult task.

Visual representation of cause and
effect relationships
How to align processes to support
marketing strategy


One way to understand the nature of a strategy
is to understand the Balanced Scorecard
because it focuses on 4 important areas:
1. Financial
Perspective
2. Customer Perspective
3. Internal Perspective
4. Learning and Growth Perspective
Productivity
Strategy
Growth Strategy
Financial
Perspective
Increase
Shareholder
Value
Create Profitable
Customer
Revenues
Lower
Operating
Costs
Create Distinctive Customer Value by Enhancing the Customer Relationship
Customer
Perspective
Internal
Perspective
From
Commodity
to Solution
Trusted
Partner
Image
Relationship
Improve Customer Experience
Mass
Customization
Relationship
Marketing
Innovation
Learning and
Growth
Perspective
Personalized
Customer
Service
Seamless
Access
Service
Leverage Customer Service
Personalized,
Proactive
Service
First Time
Right
Customer Management
Functionality
Rationalize Operations
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Operational Excellence
Manage Organizational Change
Enhance Our
People
Develop new capabilities
Identify new roles and responsibilities
Integrate Key
Technologies
Create CRM platform
Build management and customer reporting
Align
Organization
Communicate customer vision
Align incentives to vision
This section describes financial growth & productivity outcomes
for a certain purpose:
 This pinpoints the chain of logic by which intangible assets will
be transformed into tangible value.

I.
Purpose
Increase Shareholder Value
II. Financial growth outcomes, to name a few, include:
a. % Profit from sales
b. Sales growth
III.Productivity outcomes, to name a few, include:
a. Lower operating costs
b. Inventory turns
Productivity
Strategy
Growth Strategy
Financial
Perspective
Increase
Shareholder
Value
Create Profitable
Customer
Revenues
Lower
Operating
Costs
Create Distinctive Customer Value by Enhancing the Customer Relationship
Customer
Perspective
Internal
Perspective
From
Commodity
to Solution
Trusted
Partner
Image
Relationship
Improve Customer Experience
Mass
Customization
Relationship
Marketing
Innovation
Learning and
Growth
Perspective
Personalized
Customer
Service
Seamless
Access
Service
Leverage Customer Service
Personalized,
Proactive
Service
First Time
Right
Customer Management
Functionality
Rationalize Operations
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Operational Excellence
Manage Organizational Change
Enhance Our
People
Develop new capabilities
Identify new roles and responsibilities
Integrate Key
Technologies
Create CRM platform
Build management and customer reporting
Align
Organization
Communicate customer vision
Align incentives to vision


Defines the strategies on how the firm proposes to
deliver a competitively superior value proposition to
the targeted customer.
Clarifies the conditions that create value for the
customer.
It could include:
a. Moving product image from commodity to branded
product
b. Personalized customer service
c. Utilize Partners (Distributors or manufacturing reps)

Productivity
Strategy
Growth Strategy
Financial
Perspective
Increase
Shareholder
Value
Create Profitable
Customer
Revenues
Lower
Operating
Costs
Create Distinctive Customer Value by Enhancing the Customer Relationship
Customer
Perspective
Internal
Perspective
From
Commodity
to Solution
Trusted
Partner
Image
Relationship
Improve Customer Experience
Mass
Customization
Relationship
Marketing
Innovation
Learning and
Growth
Perspective
Personalized
Customer
Service
Seamless
Access
Service
Leverage Customer Service
Personalized,
Proactive
Service
First Time
Right
Customer Management
Functionality
Rationalize Operations
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Operational Excellence
Manage Organizational Change
Enhance Our
People
Develop new capabilities
Identify new roles and responsibilities
Integrate Key
Technologies
Create CRM platform
Build management and customer reporting
Align
Organization
Communicate customer vision
Align incentives to vision
3. Internal Perspective
 This describes the business processes that directly
affect the chosen strategies.
 This level transforms intangibles assets into customer
and financial outcomes such as:
 Customer Relationship Management
 Innovation Management
 Operations Management
 Supply Chain Management
 Regulatory & Social Processes Management
Productivity
Strategy
Growth Strategy
Financial
Perspective
Increase
Shareholder
Value
Create Profitable
Customer
Revenues
Lower
Operating
Costs
Create Distinctive Customer Value by Enhancing the Customer Relationship
Customer
Perspective
Internal
Perspective
From
Commodity
to Solution
Trusted
Partner
Image
Relationship
Improve Customer Experience
Mass
Customization
Relationship
Marketing
Innovation
Learning and
Growth
Perspective
Personalized
Customer
Service
Seamless
Access
Service
Leverage Customer Service
Personalized,
Proactive
Service
First Time
Right
Customer Management
Functionality
Rationalize Operations
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Operational Excellence
Manage Organizational Change
Enhance Our
People
Develop new capabilities
Identify new roles and responsibilities
Integrate Key
Technologies
Create CRM platform
Build management and customer reporting
Align
Organization
Communicate customer vision
Align incentives to vision
4. LEARNING & GROWTH PERSPECTIVE

This describes the human, information and
organizational capital to support value creating
internal processes.

This defines the intangible assets that must be
aligned and integrated to create value.
Productivity
Strategy
Growth Strategy
Financial
Perspective
Increase
Shareholder
Value
Create Profitable
Customer
Revenues
Lower
Operating
Costs
Create Distinctive Customer Value by Enhancing the Customer Relationship
Customer
Perspective
Internal
Perspective
From
Commodity
to Solution
Trusted
Partner
Image
Relationship
Improve Customer Experience
Mass
Customization
Relationship
Marketing
Innovation
Learning and
Growth
Perspective
Personalized
Customer
Service
Seamless
Access
Service
Leverage Customer Service
Personalized,
Proactive
Service
First Time
Right
Customer Management
Functionality
Rationalize Operations
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Operational Excellence
Manage Organizational Change
Enhance Our
People
Develop new capabilities
Identify new roles and responsibilities
Integrate Key
Technologies
Create CRM platform
Build management and customer reporting
Align
Organization
Communicate customer vision
Align incentives to vision
DEVELOPING THE STRATEGY
STEP 1: FINANCIAL AND GROWTH GOALS

The ultimate goal is to build shareholder value.

We might start with setting two major goals:


Financial & Productivity
a. Long term financial goals
b. Long Term productivity goals
Next, we establish short-term goals for each
area to form a value gap, which is the
difference between a future desired state and
the present reality state.
Step 1: Financial & Productivity Growth Goals
 The difference between long and short term goals must
be realistically analyzed because if it’s too much, it’ll
discourage the organization from achieving it.
 The goals must be functionally related and logical. For
example, if you increase sales productivity, does it
directly relate to more units sold and an increase in
sales?
 To achieve the large goals, set a number of smaller goals
on a time line that work towards achieving the larger
ones.
Step 1: Financial & Productivity Growth Goals
Financial Goals:
1.
2.
a.
b.
Large goal: Increase net worth 30% over 3 yrs.
Smaller goal: Increase net worth by 10%/yr.
Large: Increase sales by $2.1M within 3 yrs.
Smaller: Increase sales by $700K/yr.
Step 1: Financial & Productivity Growth Goals
Productivity Goals:
Large: Reduce operating costs by 15% in 3yrs.
Small: Reduce operating costs by 5% per/yr.
Productivity
Strategy
Growth Strategy
Financial
Perspective
Increase
Shareholder
Value
Create Profitable
Customer
Revenues
Lower
Operating
Costs
Create Distinctive Customer Value by Enhancing the Customer Relationship
Customer
Perspective
From
Commodity
to Solution
Image
Internal
Perspective
Relationship
Improve Customer Experience
Relationship
Marketing
Mass
Customization
Personalized
Customer
Service
Trusted
Partner
Innovation
Learning and
Growth
Perspective
Seamless
Access
Service
Leverage Customer Service
Personalized,
Proactive
Service
First Time
Right
Customer Management
Functionality
Rationalize Operations
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Operational Excellence
Manage Organizational Change
Enhance Our
People
Develop new capabilities
Identify new roles and responsibilities
Integrate Key
Technologies
Create CRM platform
Build management and customer reporting
Align
Organization
Communicate customer vision
Align incentives to vision

If you want to achieve increased sales
(Step 1: $700K/yr) you’ll need to:



Get new customers or
Increase the business from customers
you already have.
To do that, you need to clearly and
explicitly develop or promote your core
Customer Value Proposition (CVP).
 Four key customer value propositions
( recall from Ch. 7):
1. Low Total Costs
2. Product Leadership Innovation
3. Complete Customer Solutions
4. Lock In (once a prospect is a customer, the
strategy is to keep him a customer)
 Say
we adopt “Low Total Costs.”
 What
 It
a.
b.
c.
d.
does that mean to the customer?
means our strategy will offer:
Attractive prices
Excellent & consistent quality at same or lower prices
Ease of purchase
Responsive service and more around reducing costs
for the customer!
Step 3: Establish Time Line for Results

To coordinate the plan, start with long-term financial
goals and break them into short term time frames.
The marketing plan might present them in weekly,
monthly and annual terms.

Break down the short term financial goals in terms of
activity. What does increased sales mean in terms of
activity? Does it mean:
a.
Add more sales people?
b.
Develop more customers with present sales
people?
c.
Do more business with present customers?
Productivity
Strategy
Growth Strategy
Financial
Perspective
Increase
Shareholder
Value
Create Profitable
Customer
Revenues
Lower
Operating
Costs
Create Distinctive Customer Value by Enhancing the Customer Relationship
Customer
Perspective
Internal
Perspective
From
Commodity
to Solution
Trusted
Partner
Image
Relationship
Improve Customer Experience
Mass
Customization
Relationship
Marketing
Innovation
Learning and
Growth
Perspective
Personalized
Customer
Service
Seamless
Access
Service
Leverage Customer Service
Personalized,
Proactive
Service
First Time
Right
Customer Management
Functionality
Rationalize Operations
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Operational Excellence
Manage Organizational Change
Enhance Our
People
Develop new capabilities
Identify new roles and responsibilities
Integrate Key
Technologies
Create CRM platform
Build management and customer reporting
Align
Organization
Communicate customer vision
Align incentives to vision
STEP 4: IDENTIFY CRITICAL STRATEGIC THEMES


Each customer value proposition is interpreted
into the company’s internal process objectives:
Internal process objectives support two critical
elements of a company’s strategy:
1. To create and deliver the customer value
proposition to the customer.
2. To improve various internal operating
processes to reduce costs and enrich the
productivity component from a financial
perspective.
Step 4: Identify Critical Strategic Themes

Internal Business Processes include:
1. Innovation
Management
2. Customer Management
3. Operations Management
Balanced Scorecard: Boise Office Solutions Strategy Map
Productivity
Strategy
Growth Strategy
Financial
Perspective
Increase
Shareholder
Value
Create Profitable
Customer
Revenues
Lower
Operating
Costs
Create Distinctive Customer Value by Enhancing the Customer Relationship
Customer
Perspective
Internal
Perspective
From
Commodity
to Solution
Trusted
Partner
Image
Relationship
Improve Customer Experience
Mass
Customization
Relationship
Marketing
Innovation
Learning and
Growth
Perspective
Personalized
Customer
Service
Seamless
Access
Service
Leverage Customer Service
Personalized,
Proactive
Service
First Time
Right
Customer Management
Functionality
Rationalize Operations
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Operational Excellence
Manage Organizational Change
Enhance Our
People
Develop new capabilities
Identify new roles and responsibilities
Integrate Key
Technologies
Create CRM platform
Build management and customer reporting
Align
Organization
Communicate customer vision
Align incentives to vision
Recall From Step 2 above:
Customer Value Proposition
Four Key Customer Value Propositions (Ch. 7)
1. Low Total Costs
2. Product Leadership Innovation
3. Complete Customer Solutions
4. Lock In (once a prospect is a customer, the
strategy is to keep him a customer)
Step 5: Identify Human, Informational and
Organizational Resources to Support Strategy
• Step 5 is concerned with the learning &
growth level of the Balanced Scorecard.
• The three principal drivers are:
1.Human Capital
2.Information Capital
3.Organizational Capital
Productivity
Strategy
Growth Strategy
Financial
Perspective
Increase
Shareholder
Value
Create Profitable
Customer
Revenues
Lower
Operating
Costs
Create Distinctive Customer Value by Enhancing the Customer Relationship
Customer
Perspective
Internal
Perspective
From
Commodity
to Solution
Trusted
Partner
Image
Relationship
Improve Customer Experience
Mass
Customization
Relationship
Marketing
Innovation
Learning and
Growth
Perspective
Personalized
Customer
Service
Seamless
Access
Service
Leverage Customer Service
Personalized,
Proactive
Service
First Time
Right
Customer Management
Functionality
Rationalize Operations
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Operational Excellence
Manage Organizational Change
Human Capital
Enhance Our
People
Develop new capabilities
Identify new roles and responsibilities
Information Capital
Integrate Key
Technologies
Create CRM platform
Build management and customer reporting
Organizational Capital
Align Organization
Communicate customer vision
Align incentives to vision
Step 5: Identify Human, Informational and
Organizational Resources to Support Strategy
 Step 5 addresses the issue:
 How ready is the organization to support the
internal processes that drive the strategies?
 This step makes sure that everyone is aligned with
the strategy by assuring they are trained and have
the necessary information technology and
incentives in place to implement it.
Step 6: Develop an Action Plan

Develop an action plan that provides funding for
each strategic initiative.

By doing so, this supports the overall strategy in
a coordinated fashion.

The outcome will result in an integrated bundle
of investments. This idea is similar to a concept
called “Zero Based Budgeting”
Translating the 6 Steps
Using this strategy MAP coupled with
measurements of both activity and financial
measures throughout each level…
1. Clearly describes the strategy
2. Details objectives at critical internal
processes that creates value
3. Provides resources to implement the
strategy in an integrated way
…to achieve financial and productivity goals.
Productivity
Strategy
Growth Strategy
Financial
Perspective
Increase
Shareholder
Value
Create Profitable
Customer
Revenues
Lower
Operating
Costs
Create Distinctive Customer Value by Enhancing the Customer Relationship
Customer
Perspective
Internal
Perspective
From
Commodity
to Solution
Trusted
Partner
Image
Relationship
Improve Customer Experience
Mass
Customization
Relationship
Marketing
Innovation
Learning and
Growth
Perspective
Personalized
Customer
Service
Seamless
Access
Service
Leverage Customer Service
Personalized,
Proactive
Service
First Time
Right
Customer Management
Functionality
Rationalize Operations
Migrate to
Appropriate
Channels
Streamline
Processes,
Business,
and Brands
Operational Excellence
Manage Organizational Change
Enhance Our
People
Develop new capabilities
Identify new roles and responsibilities
Integrate Key
Technologies
Create CRM platform
Build management and customer reporting
Align
Organization
Communicate customer vision
Align incentives to vision
Marketing Strategy: Allocating Resources
The purpose of a marketing
strategy is to yield results from
invested resources. Results
might include:
1.
2.
3.
4.
5.
6.
Profit contribution
% Market share
Increase new customers
Cost to serve customers
Sales increase/customer
Various other goals

Interrelated Evaluations

In order to do this, there
are four interrelated
evaluations which are
required to design a
marketing strategy!

They are…
1
3
How much should we
spend on marketing in
the planned period?
Within each marketing
strategy element, how should
we best allocate dollars to
best achieve our marketing
objectives? (E.g., Advertising
media choices?)
2
How should we allocate
marketing dollars?
(E.g., Advertising,
personal selling, both?)
4
Which market
segments, products,
and geographic areas
will be most profitable?
 After
allocating resources, it is important to
compare actual to planned and analyze the
differences.
 Performance
 Address
 What
is measured in $$$ & in activity.
deviations above/below planned.
caused the difference?
Level of Marketing Controls
Table 15.1

Strategic control is based on a comprehensive evaluation of whether or
not the firm is headed in the right direction.

Are we achieving our planned goals?

One way to assess success is to do a marketing audit. It should be:
 Comprehensive
 Periodic
 Systematic evaluation of marketing operations

It considers both the marketing environment & internal marketing
activities
 Environment includes company image, customer characteristics,
competitive activities, regulatory constraints & economic trends
 Internal Marketing activities includes marketing objectives,
organization and implementation




Is a business strategy that provides performance
feedback regarding the results of marketing
efforts.
Companies with strong MPM programs
outperformed competitors.
They had a positive influence on return on assets
(ROA).
CEOs were pleased with the results.

Sales Analysis

Market share analysis.

Expense to sales ratios

Dashboards



A list of key metrics that provides
management with information to track
progress on marketing performance to
business outcomes.
Example: Track no. of letters sent out and
measure the number of qualified leads it
generated.
How many of these leads actually resulted in
new sales? Repeat sales?

Which metrics matter?

Isolated key performance drivers

Key Dashboard features




Metrics suggest a course of action
View of marketing’s value to the business
Better alignment of marketing with the business
Translate measures into meaningful information
Table 15.2 Examples of Marketing Metrics
From Various Companies
Dashboard Metrics: Operation and Execution
 Operation metrics include:
 Marketing budget ratio: Marketing costs/Sales
 Program: Program (personal selling-ad costs)/Sales
 Awareness to Demand ratio:

% of Marketing costs to awareness building vs. demand
generation
 Execution metrics determine how effectively the
marketing strategy is being executed
 Are we building awareness?
 Are we creating and attaining new business?
 Are we keeping our old customers satisfied?
 Are we closing deals?
 Sales by market segments

Contribution margin
 Sales relative to potential

Percentage of total profits
 Sales growth rates

Return on investment
 Market share
Table 15.3
 Sales, expenses, and contribution by channel type
 Sales and contribution margin by intermediary type and
individual intermediaries
 Sales relative to market potential by channel, intermediary
type, and specific intermediaries
 Expense-to-sales ratio by channel
 Logistics cost by logistics activity by channel
Table 17.3

Advertising effectiveness by media type

Actual audience/target audience ratio

Cost per contact

Number of calls, inquiries, and information requests by media type

Dollar sales per sales call

Sales per territory relative to potential sales

Selling expenses to sales ratios

New accounts per time period
Table 15.3

Price changes relative to sales volume

Discount structure related to sales volume

Bid strategy related to new contracts

Margin structure related to marketing expenses

General price policy related to sales volume

Margins related to channel member performance
Table 17.3
Activity & Profitability Control

Activity-Based Costing (ABC method)

It’s an accounting system that links costs with
various activities.

This method allocates costs to particular
activities, customers, market segments.
Example:
a. How much sales ($$$ & units)/customer.
b. How much does it cost to service a customer?
c. What is the right mix?

PROFITABILITY CONTROL:
BENEFITS OF ABC
 The
ABC method allows the business
manager to focus on increasing
profitability by:
a.
b.
Understanding the sources of cost
variability
Developing strategies to:
1. Reduce resource commitment
2. Enhance resource productivity
 Q:
If it is too expensive to service a
customer, how can we reduce that cost,
make the salesperson more effective, and
still have a profitable customer?
 A:
One way is to set up internal systems to
recognize the problem and train the
salesperson to handle this situation so
he/she can get the customer to increase his
weekly order to a profitable order size.
Implementing the Marketing Strategy

Marketing plans fail, not because they were not good, but
because management implemented them poorly.

Implementation is the link between strategy formulation
and performance!

Implementation is the process that translate plans into
action!

Good marketing implementation is the process that
assures that functional assignments are in line with the
overall marketing strategy.
Politics: The Ultimate Problem 
 Often times, politics creates challenges for even
the best plans.
 Because of diverse functional areas that
participate in the planning and implementation
process, certain challenges emerge.
 Thomas Bonoma asserts that there are four
implementation skills that effective marketing
managers should employ to lessen these concerns.
1
Interacting
2
Allocating
3
Monitoring
4
Organizing
#1 Interacting
#2 Allocating
 Marketing managers
 Allocating skills include
interact with internal and
external peers.
Best people have:


Good bargaining skills
Referent power skills
controlling time,
resources and people to
get the marketing job
done.
Monitoring & Organizing
#3 Monitoring
#4 Organizing
• Marketing managers who
demonstrate flexibility,
understand the firms
information & control
systems (manage by
numbers) can manage
with/without formal
control systems
inadequacies.
• Best managers know
how to organize and
motivate both:
– Formal and
– Informal groups
Marketing Strategy Implementation Guide

The following chart views interrelationships between
various functional groups within an organization.

Marketing Specialists understand marketing.

Other functional specialists understand the “nuts and
bolts” of their areas.

The objective is to bring them together to form a
“synergistic pooling” of knowledge.
Table 15.4
Decision
Area
Marketing
Sales
Manufacturing
R&D
Purchasing
Physical
Distribution
Technical
Service
S B U’s
Product/
Service
Quality
Technical
Support
Physical
Distribution
National
Account
Management
Channel
Relations
Sales Support
Product /
Service
Innovation
Abbreviations to indicate decision roles: R = Responsible; A = Approval;
C = Consult; M = Implement; I = Inform; X = No role in decision
Corp. Level
Planner
Marketer’s Role is to:
1. Insure maximum customer satisfaction.
2. Develop strategies to facilitate a desired market
response (facilitate exchange).

To do this, marketers:
A. Assume an active role in creating strategy
B. Coordinate strategies with other functional
members
C. Are the ones who integrate the collective
strength of the enterprise to satisfy customer
needs profitably!
Recap
 Once the marketing strategy is formulated,
manager needs to evaluate responses from
target markets.
 The marketer will look for discrepancies between
planned and actual performance.
 The marketing control system facilitates this task
and enables the marketer to reassess business
opportunities and make adjustments as needed
in either strategy and/or execution.
The Big Picture
 The next frame (fig. 15.2) synthesizes the material discussed
in this book.
I.
II.
III.
IV.
V.
Part 1 introduced major customer classifications.
Part 2 focused on organizational buying behavior &
customer relationship management.
Part 3 discussed assessing marketing opportunities to
include identifying, measuring and forecasting sales by
market segments.
Part 4 paid attention to challenges and opportunities that
rapidly developing economies (RDEs) present to B2B
firms.
Part 5 explored various dimensions of the marketing
control process.
Fig. 15.2