| Historically, marketing and sales were considered more | | | | issue here is one of selection of the right metric--or |
| arts than sciences. Companies resisted applying hard | | | | cause and effect--or the most appropriate metric to |
| measures because it was difficult to measure cause | | | | help keep the company out front in the market. |
| and effect. How could you isolate one marketing or | | | | Smart Business asked Carl Cullotta, Vice President |
| sales initiative and attribute business success to it? As | | | | and Principal of Frank Lynn Associates, to outline how |
| a result, the measurement of market strategy | | | | manufacturers and service providers can be more |
| effectiveness was lost in the "Four P's" of marketing. | | | | formulaic in approach to the problem. Cullotta suggests |
| For companies struggling in their marketplace, the issue | | | | the PPH Formula as a diagnostic tool to first identify |
| is interpretation. How can an effectiveness measure | | | | what limits market strategy effectiveness, and then |
| be turned into action? Even for market leaders, the | | | | implement discrete changes to improve it and measure |
| measurement can be a source of frustration. The | | | | the results. |