Managing Marketing Implementation, Organisation and Control- Chapter 22 Flashcards
category management
the management of brands in a group, portfolio or category, with specific emphasis on the trail trade requirements
change master
a person that develops an implementation strategy to drive through organisational change
coercive power
power inherent in the ability to punish
concession analysis
the evaluation of things that can be offered to someone in negotiation value from the viewpoint of the receiver
covert power play
the use of disguised forms of power tactics
customer satisfaction measurement
a process through which customers satisfaction criteria are set, customers are surveyed and the results interpreted in order to establish the level of customer satisfaction with the organisations product
expert power
power based on legitimate authority, such as line management
market share analysis
a comparison of company sales with total sales of product, including sales of competitor.
marketing accoiuntability
the requirement to justify marketing investment by using marketing metrics
marketing control
the stage in the marketing planning process or cycle when performance against plan is monitored so that corrective action, if necessary, can be taken
marketing metrics
quantitative measures of the outcomes of marketing activities and expenditures.
overt power play
the use of visible, open kinds of power tactics
profitability analysis
the prediction and evaluation of proposals and demands likely to be made by someone with whom one is negotiating
referent power
power derived by the reference source, for example when people identify with and respect the architect of change
reward power
power derived from the ability to provide benefits
