Managing and Controlling Marketing

Hamish E. Macarthur and Merlin Stone

Chapter Chapter 15 in How to Market Computers and Information Technology, 1994, pp 280-299 from Palgrave Macmillan

Abstract: Abstract We start by recalling the two objectives of marketing, namely performance measured by market share, products launched, accounts maintained, prices achieved, brand loyalty, and so forth, and productivity, the relation between performance and the cost of achieving it. Productivity is often neglected by suppliers in times of high margins. As the market matures and competition intensifies, productivity becomes as substantial an issue throughout the market spectrum, ‘high end’ and ‘low end’, and may require similar solutions, such as computerisation of key elements of selling and account management and focused marketing. Many suppliers fall into the trap of assuming that when productivity becomes a serious problem, they will resolve it by using third-party distribution. This is rarely adequate as a solution, unless the supplier and distributor work together to increase productivity. In many cases, the total channel selling cost is the same, while control is lost by the supplier when utilising indirect channel strategies.

Keywords: Sales Manager; Customer Base; Sales Force; Account Development; Marketing Productivity (search for similar items in EconPapers)
Date: 1994
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-349-13402-1_15

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DOI: 10.1007/978-1-349-13402-1_15

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