UNDERSTANDING & APP LICATIO N OF MARKETING AUDIT
Th e R e port Pr epa re d b y, CM / 20 05 / 183 L. H. S. R anat hun ga
Su b j ec t: St rat eg ic Mark et in g Ma na gemen t (B MKT 3 2054 ) Le ct ur er: Mr . A ji j it h P. Med is rd
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Se mester: 3 Ye ar 2 Seme ster, 2 009
Department of Mark eting Management University of Kelaniya
ACKNOW LEDG EMENT
This assignment was prepared for the purpose of getting the understanding about marketing audit and its important part is concerned. I’m really grateful to our Strategic Marketing Management Lecture Mr. Ajith P. Medis for giving advice for this assignment. As well as I thank to all those who helped in the preparation of this assignment.
Thank you for all.
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CONTENT
Acknowledgment Introduction
02
Introduction to Marketing Audit
03
Components of Marketing Audit
06
Marketing Environmental Audit
06
Marketing Strategy Audit
07
Marketing Organization Audit
08
Marketing System Audit
08
Marketing Productivity Audit
09
Marketing Functions Audit
09
Tools and Techniques of Marketing Audit
10
SWOT Analyses
10
PEST Analyses
14
Five Forces Analyses
17
The Marketing Audit Process
20
Where to focus Company Marketing Efforts
21
References
23
The Marketing Audit
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INTROD UCTION
This assignment is focused on to understand the meaning of marketing audit and some relating parts. In this assignment has been included components of marketing audit, tools and techniques that used by marketing audit, marketing audit process and the part that focus on marketing effort for where. The first part is introduction to marketing audit, here discuss about the marketing audit and its characteristics and benefits and advantages that can be obtained by performing a marketing audit. The next part is components of marketing audit, there are six components under marketing audit such as marketing environmental audit, marketing system audit, marketing strategy audit, marketing organization audit, marketing productivity audit and marketing function audit, and all the components are discussed in this part. The third part is tools and techniques that can be used by marketing auditor to evaluate the marketing performance of an organization. Mainly there are three tools such as SWOT analysis, PEST analysis and five forces analysis. These three tools are explained briefly under that part. The next part is the marketing audit process. It consists of main two parts and it describe very briefly in this part. The final part in this report is where to focus company marketing efforts. By doing a marketing audit, company can easily identify for what area or areas the company should focus on.
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INTROD UCTION TO MARKETING AUDIT
The marketing audit is a fundamental part of the marketing planning process. It is conducted not only at the beginning of the process, but also at a series of points during the implementation of the plan. The marketing audit considers both internal and external influences on marketing planning, as well as a review of the plan itself. Here the marketing audit is used some tools to evaluate marketing performance of an organization, for example SWOT analysis for the internal environment, as well as the external environment. Other examples include PEST and Five Forces Analyses, which focus only on the external environment. The marketing audit can be viewed as an “umbrella” that covers efforts to assess customer needs and wants and to understand community patterns. The external environment is examined on both micro and macro levels, including scanning for developing trends. In addition to this analysis of the external environment, the marketing audit also analyzes the internal environment. The marketing audit has been defined by Phillip Kotler as a comprehensive, systematic, independent and periodic examination activities and resources in order to determine problem areas and opportunities and to recommend a plan of action. According to definition of Phillip Kotler, can be identified some characteristics of marketing audit.
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C h a r a c t e r i s t i c s o f M a r k e t i n g A u d i t
C omprehe nsi ve. The marketing audit covers all the major marketing issues facing an organization, and not only one or a few marketing trouble spots. The latter would be called a functional audit if it covered only the sales force, or pricing, or some other marketing activity.
Syst emati c. The marketing audit involves an orderly sequence of diagnostic steps covering the organization's marketing environment, internal marketing system, and specific marketing activities. The diagnosis is followed by a corrective action plan involving both short-run and long-run proposals to improve the markets.
In de pen de nt . The marketing audit is normally conducted by an inside or outside party who has sufficient independence from the marketing department to attain top management's confidence and the needed objectivity.
Pe rio di c. The marketing audit should normally be carried out periodically instead of only when there is a crisis. It promises benefits for the organization that is seemingly successful, as well as the one that is in deep trouble.
Other character is tics
Envi ron men t – the circumstances or conditions surrounding the agency, both within and without
Ob je ct iv es – worked toward or striven for , and measurable
St rat e gies – plans of action
Ac ti vi ti es – specified and supervised fields of action
R esou rc es – an available supply that can be drawn on when needed
Pro bl em areas – situations that present uncertainty , perplexity or difficulty
Pl an of ac ti on – process of doing or performing
From this overall definition and sum of its parts, it can be seen that the marketing audit provides a very complete assessment the environment. In that situation most of the organization has chosen to operate a business.
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A d v a n t a g e s o f M a r k e t i n g A u d i t A marketing audit can be defined as a systematic, periodic and a comprehensive procedure of checking out the marketing activities of a concern. Some of the other benefits and advantages of marketing audit are as follows.
The audit provides the marketers with an in depth view of the marketing activities that are going around in the concern. It brings out a complete picture of the entire operations of the concern. While revealing the various drawbacks the audit process also leads to efficiency. This process can also be used to lay down an improved marketing plan.
A marketing audit can help a company refine its business practices and improve its productivity and profitability.
Marketing audit helps to marketing executives, top management and investors to ensure that they are doing the right things to help drive growth for their organizations.
A marketing audit is a careful examination and evaluation of marketing practices and results. It offers a baseline for performance measurements and a framework for effective business planning to maximize positive external perception and demand generation.
An audit helps the company determine the value of a sale and a sales lead.
There are no permanent "right" answers in marketing. Customers' needs and wants are moving targets, and marketing programs require testing and retesting to find the most profitable formula. A marketing audit is the way to achieve success by providing an interim report card to help the company and their staffs tap into inherent resource.
Marketing audits often lead to strategic marketing change. Careful assessment of the changing environment, customers, channels, and competitors may lead to a reassessment of firm direction,
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C OMPONENT OF THE MARKETING AU DIT
Marketing audit should start with the market place at beginning and should explore the changes that are happening in the marketplace. Then the marketing audit will move to examine the company’s marketing objectives and strategies, organization and systems. The marketing auditor may move to examine one or two key functions in more detail that are important to the marketing performance of the company. The marketing audit follows the following areas as components of marketing audit:
Environmental Audit
Macro Environmental Audit
Task Environmental Audit
Marketing Strategy Audit
Marketing Organization Audit
Marketing System Audit
Marketing Productivity Audit
Marketing Functions Audit
M a r k e t i n g E n v i r o n m e n t A u d i t The auditor is firstly started their audit by looking at the factors that affect all companies operating in marketplace, and also looking at their customers and their profits. Under marketing environment audit, following two environments are concerned, because these are very important under the marketing audit.
The macro-environment
The task environment
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Ma cro-E nvi ronment al Audit The Macro-environmental component examines six main areas, the detail depending on the involvement of the business and involvement required by the industry. Under marketing audit, the macro environment covers some environmental factors, like, Demographics - major demographic
developments
and
trends
pose opportunities,
Economical
factors
-
developments in income, prices, savings and credit will affect the company under that, Environmental factors, Technological factors - changes occurring in product and process technology and company's position in these technologies, Political factors - changes in laws and regulations might affect marketing strategy and tactics and the changes in the areas of pollution control, equal employment opportunity, product safety, advertising, price control, that affects the marketing strategy of company, Cultural - public's attitude towards business and toward the company's products and changes in customer lifestyles and values might affect the company,
T ask -Env ironm ent Audit How competitive is the marketplace? What are competitors doing, and are they doing it well? What might they be preparing to do? These are all vital to understand in preparing yourselves for the battle. The task environment audit is evaluated under Markets - market size, growth, geographical distribution and profits and major market segments, under customers customers' needs and buying processes and also product quality, service, sales force and price, Competitors, Distribution & dealers, Suppliers, Facilitators & marketing firms and Publics.
M a r k e t i n g S t r a t e g y A u d i t The marketing strategy audit is vital for company, and the marketing audit is make sure that the company’s marketing strategy is fit with company’s marketing goals and objectives as well as corporate goals and objectives. Under the marketing strategy audit, the auditor evaluate marketing performance by evaluating marketing goals and objectives, company mission the move to the strategy of organization. Under strategy evaluation, the auditor may concern following type of questions: The Marketing Audit
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Has the management articulated a clear marketing strategy for achieving its marketing objectives?
Is the strategy convincing?
Is the company using the best basis for market segmentation?
Does the company have clear criteria for rating the segments?
Has the company developed an effective positioning and marketing mix for each target segment?
M a r k e k e t i t i n g O r g a n i z a t i o n A u d i t The marketing organization audit is mainly considered effectiveness of the organization activities as well as efficiency of operation of company. Here all the activities and main management functions are considered such as manufacturing, purchasing, financing as well as research and development. Here the marketing auditor must make sure that the company is actually achieved the effectiveness within the organization and also within the marketplace. And also following types of questions are considered by marketing auditors:
Are there good communications and working relations between marketing and sales?
Is the product-management system working effectively?
Are product managers able to plan profits or only sales volumes?
M a r k e k e t i t i n g S y s t e t e m s A u d i t Here the marketing auditor is considered whether the company is using appropriate marketing systems to collect the information, plan the activities, control the operations and to maintain smoothly their day to day activities and whether these systems are properly worded within the company or not. Those are the main things, the marketing auditor must consider under marketing systems audit. Most of the organizations are today having different type of marketing systems to collect the information and control the operation. Such as marketing information systems, marketing planning systems, marketing control systems and new product development systems. These systems have its own functions. Here the marketing auditor task is to make sure whether the systems are properly worked or not.
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M a r k e t i n g P r o d u c t i v i t y A u d i t Most of the companies are operating to earn so much of profits. The marketing productivity audit is focused on evaluate the company profits and revenue. So the marketing productivity audit is very important to evaluate the marketing performance. The marketing auditor is used profitability analysis and cost effectiveness analysis for their evaluation process. Under the marketing productivity audit, following type question asked by marketing auditor:
What is the profitability of the company's different products, markets, territories and channels of distribution?
Should the company enter, expand, contract or withdraw from any business segments?
Do any marketing activities seem to have excessive costs?
Can cost-reducing steps be taken?
M a r k e t i n g F u n c t i o n A u d i t Under the marketing function audit, the auditor is using marketing mix elements to analyze company functions such as product, price, place and promotion. Here marketing auditor evaluates marketing performance by asking questions under product, price, place and promotion such as
What are the company's product-line objectives?
Which products should be phased out?
Which products should be added to?
What are the company's pricing objectives, policies, strategies and procedures?
To what extent are the prices set on cost, demand and competitive criteria?
Do the customers see the company's prices as being in line with the value of its offer?
What are the organizations’s advertising objectives?
Is there adequate market coverage and service?
Should the company consider changing its distribution channels?
Is the right amount being spent on advertising?
What do customers and the public think about the advertising? The Marketing Audit
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MARKETING AUDIT TOOLS AND TECHNIQUES
Marketing audit is very important and crucial part in the marketing planning process. It is not only carried out at the beginning of the marketing planning process but also it can be implemented during the marketing planning process. The marketing audit can be influenced on marketing planning process through various external and internal factors. Here there are number of marketing audit tools and techniques that are used during the marketing planning process to evaluate the marketing performance of an organization. The following analysis tools are utilized during a marketing audit:
SWOT Analysis The one of the most importance tools in the marketing audit is SWOT analysis or can be express as Strength, Weaknesses, Opportunities and Treats analysis. This tool is very much important to marketers and is used at the beginning of the marketing audit process. The SWOT has lot of advantage as well as it has some disadvantages. Some of disadvantage of SWOT analysis are that it is very subjective and cannot be relied on too much. However, most of the companies are used this SWOT analysis as tools to evaluate the marketing performance of an organization. SWOT stands for strengths, weaknesses, opportunities, and threats. Strengths and weaknesses are internal factors. Opportunities and threats are external factors. The SWOT analysis can be express as below: Strengths and weaknesses are internal factors that create value or destroy value. They can include assets, skills, or resources that a company has at its disposal, compared to its competitors. They can be measured using internal assessments or external benchmarking.
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Internal Strengths
eaknesses
SWOT
Opportunit y
Threats
External
So me str en gth s of an org ani z at io n are as f oll ow s:
Your specialist marketing expertise
A new, innovative product or service
Location of your business
Quality processes and procedures
Any other aspect of your business that adds value to your product or service
So me weak nesses o f an or ga niza ti on are as f ol lo ws:
Lack of marketing expertise
Undifferentiated products or services (i.e. in relation to competitors)
Location of your business
Poor quality goods or services
Damaged reputation
Opportunities and threats are external factors that create value or destroy value. A company cannot control them. But they emerge from either the competitive dynamics of the
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industry/market or from demographic, economic, political, technical, social, legal or cultural factors (PEST).
So me op por tun it ies of an org an iz at io n a re as f ol low s:
A developing market such as the Internet
Mergers, joint ventures or strategic alliances
Moving into new market segments that offer improved profits
A new international market
A market vacated by an ineffective competitor
So me t hreat s of an org an iz at io n a re as f oll ow s:
A new competitor in your home market.
Price wars with competitors.
A competitor has a new, innovative product or service.
Competitors have superior access to channels of distribution.
Taxation is introduced on your product or service.
T W O S M a t r i x The auditor can use this TWOS analysis to analyze external environment (threats and opportunities), and internal environment (weaknesses and strengths). The auditor can use this technique to think about the strategy of whole organization, a department or a team. Auditor can also use them to think about a process, a marketing campaign, or even company own skills and experience. TOWS Matrix, helps the auditor to think about the options that company could pursue. To do this auditor match external opportunities and threats with company internal strengths and weaknesses, as illustrated in the matrix follows:
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TO WS St rategic A lte rnat ives M atrix External Opportunities (O) 1. 2. 3. 4.
External Threats (T) 1. 2. 3. 4.
Internal Strengths SO ST "Maxi-Maxi" Strategy "Maxi-Mini" Strategy (S) 1. 2. Strategies that use Strategies that use strengths to maximize strengths to 3. 4. opportunities. minimize threats. Internal Weaknesses (W) 1. 2. 3. 4.
WO WT "Mini-Maxi" Strategy "Mini-Mini" Strategy Strategies that minimize weaknesses Strategies that by taking advantage minimize weaknesses and avoid threats. of opportunities.
This helps the auditor to identify strategic alternatives that address the following additional questions:
Strengths and Opportunities (SO) - How can company use their strengths to take advantage of the opportunities?
Strengths and Threats (ST) - How can the company take advantage of their strengths to avoid real and potential threats?
Weaknesses and Opportunities (WO) - How can company use their opportunities to overcome the weaknesses company is experiencing?
Weaknesses and Threats (WT) - How can company minimize their weaknesses and avoid threats?
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PE ST A naly si s Here a marketing analysis should be taken into consideration all the environmental factors and will give it a careful analysis. These environmental factors may be internal or external. The internal factors consist of the staff and queries related to them. The external would be the external customer and the various distributors and the political and economic factors are also taken into consideration. This PEST analysis has various factors that have an effect on the marketing planning process. The PEST analysis tool is a valuable framework for identifying opportunities and threats in the macro (external) environment. It works through the various components of the macro environment and prompts the company to look at the specific areas in depth. This analysis tool is extremely important to any marketing audit, simple or complex; as it drives the company to investigate what factors may help or impede them to carry out business and marketing activities. The PEST analysis can be express as follows.
P
Political
E
Environment
S
Social
PEST Analysis
Technological
Pol it i cal Fact ors Political factors can have a direct impact on the way business operates. Decisions made by government affect the operations of units within the company to a varying degree. Political refers to the big and small ‘p’ political forces and influences that may affect the performance of, or the options open to the unit concerned. The political factors have a huge influence upon the regulation of public and private sector businesses, and the spending power of consumers The Marketing Audit
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and other businesses. Political factors include government regulations and legal issues and define both formal and informal rules.
Ec o nom i c Fact or s All businesses are affected by economical factors nationally and globally. Whether an economy is in a boom, recession or recovery will also affect consumer confidence and behavior. This will impact upon the nature of the competition faced by the company and particular units within the company, upon service provision, and upon the financial resources. Economic factors affect the purchasing power of potential customers, and the state of the internal/external economy in the short and long-term. The unit may need to consider: economic growth, interest rates, inflation
rate and inflation rate.
Soc ial /Cul t ural Fac t ors Social factors will include the demographic changes, trends in the way people live, work and think and cultural aspects of the macro environment. These factors affect customer needs and the size of potential markets such as population growth rate, age distribution, career attitudes, internal/external emphasis on safety and internal/external attitudes to change.
T echnol o gic al Fact ors New approaches to doing new and old things and tackling new and old problems do not necessarily involve technical factors, however, technological factors are vital for competitive advantage, and are a major driver of change and efficiency. Technological; factors can for example lower barriers to entry, reduce minimum efficient production levels, and influence outsourcing decisions. New technology is changing the way business operates. The Internet is having a profound impact on the strategy of organizations. Technological revolution means a faster exchange of information beneficial for businesses as they can react quickly to changes within their operating environment. For examples automation, technology incentives, rate of technological change, perception of technological change within the unit and stakeholder expectation.
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F ive For ce An alys s his Five Force analysis is very effective analysis that enables the m rketer to have a clear picture of the competition and it can measure the attractiveness of the industry. In this analysis the marketer basically goes through five basic areas of conc ern. The areas can be identified into five areas as threat of substitute products, hreat of new entrants , rivalry among competitors, bargaining power of customers and bargaining po er of suppliers. There are some advanta es in t is anal sis; it leads to economics of lar e cale with the hel of mass purchasing and sales. This is also very effective analysis t
audit the marketing
performance of an organization. So this analysis can be express as foll ws.
Rivalry among competitors
T he t hreat of subs t it ut e product s he existence of close su stitute products increases the propensity of ustomers to switch to alternatives in response to price increases (high elasticity of demand).
uyer propensity t substitute elative price performance of substitutes The Marketing Audit
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T hreat s of new ent r ant s Profitable markets that yield high returns will draw firms. This results in many new entrants, which will effectively decrease profitability. Unless the entry of new firms can be blocked by incumbents, the profit rate will fall towards a competitive level (perfect competition).
The existence of barriers to entry (patents, rights, etc.)
Economies of product differences
Brand equity
Riv alr y among c ompet it ors For most industries, this is the major determinant of the competitiveness of the industry. Sometimes rivals compete aggressively and sometimes rivals compete in non-price dimensions such as innovation, marketing, etc.
Number of competitors
Rate of industry growth
intermittent industry overcapacity
T he ba rgai ning power of c f cus t omers The ability of customers to put the firm under pressure and it also affects the customer's sensitivity to price changes.
Buyer concentration to firm concentration ratio
Degree of dependency upon existing channels of distribution
T he ba rgai ning power of s f suppl iers Suppliers of raw materials, components, labor, and services (such as expertise) to the firm can be a source of power over the firm. Suppliers may refuse to work with the firm, or e.g. charge excessively high prices for unique resources.
Supplier switching costs relative to firm switching costs
Degree of differentiation of inputs
Presence of substitute inputs
Supplier concentration to firm concentration ratio The Marketing Audit
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The Mark et ing Audit P ro cess
Auditors must prepare for the marketing audit by holding discussions with the CEO and executive staff, and briefly reviewing some financial and marketing data. Audits are often in two parts. The first part begins with a meeting between the auditors and business unit management, and reviews of the unit's financial statements, product literature, and organizational plans exhibit as follows. The auditors explain objectives, procedures, time frame and expected audit output, and required participation from each manager. Participation usually comprises an initial two-hour interview; then others are designated for potential interviews and provision of operating and financial information. The auditors typically tour manufacturing and other operations areas to better understand product features, quality levels, and cost differentials that distinguish the business from competition. The auditors also review customer service, shipping, credit operations, order entry, advertising, research and development, and manufacturing engineering. The auditors collect memos, reports, and analyses that help them understand the firm's marketing strategy and business processes.
T he Mark et i ng Audit P roces s Pa Par r t I t I
Review background materials: financial results, organization chart, business plans. Interview management and tour facilities Ride with salespeople and visit customers Hold interim meetings to discuss findings and likely alternatives Pa Par r t I t I I
Gather additional information:
Additional management and salesperson interviews
Interview and written surveys with customers and trade The Marketing Audit
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Internal written survey
Outside expert interviews
Competitor interviews
Product costs and profits, sales results, marketing budgets
Perform analysis and develop alternatives. Hold work sessions to develop marketing strategy and next steps for implementation.
Managerial interviews are conducted. Managers discuss their responsibility areas in depth; many questions are asked of several managers to elicit different perspectives. All interview data are confidential. Good auditors project a professionalism in understanding the business and maintaining confidences that allows business unit managers to "open up" on controversial topics. Manager candor is particularly important when two or more powerful executives hold opposing views. Auditors surface these views by using unattributed quotes when reporting findings. Competent auditors continually draw upon their experience to probe the consistency, appropriateness and sufficiency of the firm's marketing plans and actions. After initial interviews, auditors usually take two parallel steps. First, they conduct a library search for independent published material on the firm, competition, and industry. Second, they become familiar with the sales force and customer buying behavior by making joint customer calls. Through this process, auditors gather clues in several areas including market needs, firm competitiveness, sales and purchase processes, and where the organization is functioning well and poorly. Visits with salespeople provide invaluable "soft" data; salespeople are notoriously irreverent regarding "what's really going on" at headquarters, including manager disagreements, rivalries, and favoritisms. Following these steps, the auditors analyze and organize information and report key issues and observations to the management team in a two- to three-hour working session. Surfaced
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issues are discussed and preliminary ideas for eventual audit outcome and alternative action courses are laid out. The second part of the audit is typically more time consuming than the first part. It comprises customer and trade surveys; further secondary data gathering; analysis of competitive products; evaluation of marketing strengths and weaknesses; interviews with industry experts; detailed analysis of internal financial, sales, and operating information; and second managerial interviews. Management is formally surveyed to compare its views on the firm and competition with customer viewpoints. Finally, all data must be analyzed. The audit concludes with the presentation of findings and recommendations, first privately to the CEO and one or two executive staff, and then at a day-long meeting with the entire management group. The goal is to gain a common understanding of audit findings so a consensus on future marketing needs, opportunities, and actions is formed.
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WHERE TO FOCUS COMPANY MARKETING EFFORTS
After establishing marketing goals, company marketing team should identify target areas for the marketing efforts. To do this, company should conduct either, or a combination of:
A marketing audit to understand the current internal marketing status of organization
Market research to find out from company target population what their perceptions organization and other organizations are
Performing a marketing audit, a marketing audit assesses the marketing mix, or the combination of efforts that an organization makes to increase knowledge about and demand for its target populations. The key elements of the marketing mix that company should assess are:
P roduct - The services or outputs company offers.
P opula tions - The groups with whom company makes exchanges of services for resources.
P ri ce - The amount company charges for each service.
P lace - The locations where company product is available and ways in which company population can access company product.
P roducti on – company capacity for meeting demand.
P romoti on - The communication techniques and messages company uses to motivate people to respond.
The audit helps company to address their action goals by organizing information to help company see if the company is providing the right services at the right prices, in easily accessible ways to the right people, and if the company has the capacity to produce the quantities of services demanded. To meet company image goals, the audit will help company to identify the key groups of People Company is reaching and plan company promotional efforts to reinforce the image that company want.
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For the audit, company and their marketing team will look at service records, make observations in the facility, and collect information from staff, clients, the community, and others who know company’s target populations well. Company can conduct an in-depth audit where company gather a great deal of information over six months or perform a quicker audit to identify troublesome areas. If company decides to assess a number of departments, company will want to perform a separate audit for each. As a result of the marketing audit, company should be able to identify where company need more information, where company needs to make adjustments in the current mix, and what features and benefits company should promote.
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REFERENC ES
Auditing the Marketing Function: William H. Rodgers, Hamilton Consultants Gerard A. Osborne, Hamilton Consultants Philip Kotler, Northwestern University
Marketing Plan, how to prepare them, how to use them; 6
th
edition,: Malcolm
McDonald
Strategic Marketing Management, Planning, implementation and control; 3
rd
edition:
Richard M.S. Wilson, Colin Gilligan (2005)
Auditing Markets, Products, and Marketing Plans; David Parmerlee,
Marketing/planning library and information services; 2 nd edition: Darlene E. Weingand
The Marketing Audit Comes Of Age: Philip Kotler, William Gregor and William Rogers
The Marketing Audit
