Page 137 -

CHAPTER 4 • THE INTERNAL ASSESSMENT 103

should examine various methods, such as the graphic rating scale, the behaviorally
anchored rating scale, and the critical incident method, and then develop or select a
performance-appraisal approach that best suits the firm’s needs. Increasingly, firms are
striving to link organizational performance with managers’ and employees’ pay. This topic
is discussed further in Chapter 7.
Management Audit Checklist of Questions
The following checklist of questions can help determine specific strengths and weaknesses
in the functional area of business. An answer of no to any question could indicate a poten-
tial weakness, although the strategic significance and implications of negative answers, of
course, will vary by organization, industry, and severity of the weakness. Positive or yes
answers to the checklist questions suggest potential areas of strength.

1. Does the firm use strategic-management concepts?
2. Are company objectives and goals measurable and well communicated?
3. Do managers at all hierarchical levels plan effectively?
4. Do managers delegate authority well?
5. Is the organization’s structure appropriate?
6. Are job descriptions and job specifications clear?
7. Is employee morale high?
8. Are employee turnover and absenteeism low?
9. Are organizational reward and control mechanisms effective?

Marketing
Marketing can be described as the process of defining, anticipating, creating, and fulfilling
customers’ needs and wants for products and services. There are seven basic functions of
marketing: (1) customer analysis, (2) selling products/services, (3) product and service
planning, (4) pricing, (5) distribution, (6) marketing research, and (7) opportunity analy-
sis. 16 Understanding these functions helps strategists identify and evaluate marketing
strengths and weaknesses.

Customer Analysis
Customer analysis—the examination and evaluation of consumer needs, desires, and
wants—involves administering customer surveys, analyzing consumer information, evalu-
ating market positioning strategies, developing customer profiles, and determining optimal
market segmentation strategies. The information generated by customer analysis can be
essential in developing an effective mission statement. Customer profiles can reveal the
demographic characteristics of an organization’s customers. Buyers, sellers, distributors,
salespeople, managers, wholesalers, retailers, suppliers, and creditors can all participate in
gathering information to successfully identify customers’ needs and wants. Successful
organizations continually monitor present and potential customers’ buying patterns.
Selling Products/Services
Successful strategy implementation generally rests upon the ability of an organization to
sell some product or service. Selling includes many marketing activities, such as advertis-
ing, sales promotion, publicity, personal selling, sales force management, customer rela-
tions, and dealer relations. These activities are especially critical when a firm pursues a
market penetration strategy. The effectiveness of various selling tools for consumer and
industrial products varies. Personal selling is most important for industrial goods compa-
nies, and advertising is most important for consumer goods companies.
U.S. advertising expenditures are expected to fall 6.2 percent in 2009 to $161.8 billion. 17
One aspect of ads in a recession is that they generally take more direct aim at competitors,
and this marketing practice is holding true in our bad economic times. Nick Brien at
Mediabrands says, “Ads have to get combative in bad times. It’s a dog fight, and it’s about
getting leaner and meaner.” Marketers in 2009 also say ads will be less lavish and glamorous