Marketing Effectiveness Assessment – Allegra Kennesaw Mail

Welcome to the Marketing Effectiveness Assessment. For each of the 15 questions below, select one of the three multiple choice options. If you are not sure about how to answer, take your best educated guess. The summary page will score your assessment and provide you with an effectiveness rating.

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Does management recognize the importance of designing the company to serve the needs and wants of chosen markets?

Management primarily thinks in terms of selling current and new products to whoever will buy them.

Management thinks in terms of serving a wide range of markets and needs with equal effectiveness.

Management thinks in terms of serving the needs and wants of well-defined markets chosen for their long-run growth and profit potential for the company.

Does management develop different offerings and marketing plans for different segments of the market?

No.

Somewhat.

To a good extent.

Does management take a whole marketing system view (suppliers, channels, competitors, customers, environment)
in planning its business?

No: Management concentrates on selling and servicing its immediate customers.

Somewhat: Management takes a long view of its channels although the bulk of its effort goes to selling and servicing the immediate customers.

Yes: Management takes a whole marketing systems view recognizing the threats and opportunities created for the company by changes in any part of the system.

Is there high-level marketing integration and control of the major marketing functions?

No. Sales and other marketing functions are not integrated at the top and there is some unproductive conflict.

Somewhat. There is formal integration and control of the major marketing functions but less than satisfactory coordination and cooperation.

Yes. The major marketing functions are effectively integrated.

Does marketing management work well with management in research, manufacturing, purchasing, physical distribution, and finance?

No. There are complaints that marketing is unreasonable in the demands and costs it places on other departments.

Somewhat. The relations are amicable although each department pretty much acts to serve its own interests.

Yes. The departments cooperate effectively and resolve issues in the best interest of the company as a whole.

How well-organized is the new product/service development process?

The system is ill-defined and poorly handled.

The system formally exists but lacks sophistication.

The system is well-structured and professionally staffed.

When were the latest marketing research studies of customers, buying influences, channels, and competitors conducted?

More than 2 years ago.

More than 1 year ago.

Within last 12 months.

How well does management know the sales potential and profitability of different market segments, customers, territories, products, and channels?

Not at all.

Somewhat.

Very well.

What effort is expended to measure the cost effectiveness of different marketing expenditures?

Little or no effort.

Some effort.

Substantial effort.

What is the extent of formal marketing planning?

Management does little or no formal marketing planning.

Management develops an annual marketing plan.

Management develops a detailed annual marketing plan and a careful long-range plan that is updated annually.

What is the quality of the current marketing strategy?

The current strategy is not clear.

The current strategy is clear and represents a continuation of traditional strategy.

The current strategy is clear, innovative, data-based, and well-reasoned.

What is the extent of contingency thinking and planning?

Management does little or no contingency thinking.

Management does some contingency thinking although little formal contingency planning.

Management formally identifies the most important contingencies and develops contingency plans.

How well is the marketing thinking at the top communicated and implemented down the line?

Poorly.

Fairly.

Successfully.

Is management doing an effective job with the marketing resources?

No: The marketing resources are inadequate for the job to be done.

Somewhat: The marketing resources are adequate but they are not employed optimally.

Yes: The marketing resources are adequate and are deployed efficiently.

Does management show a good capacity to react quickly and effectively to on-the-spot developments?

No: Sales and market information is not very current and management reaction time is slow.

Somewhat: Management receives fairly up-to-date sales and market information. Management reaction time varies.

Yes: Management has installed systems yielding highly current information and fast reaction time.

Time is Up!

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