1.   Does management recognize the importance of marketing products that serve the wants and needs of targeted markets?

Management primarily thinks in terms of selling current and new products to whomever 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-term growth and profit.

2.   Does management develop different communications (positioning and benefit statements) for different target customers?

  No.

 Somewhat.

 To a good extent.

3.   In general, does management take a whole marketing system view (channel, competition, customer, and environment) in planning its strategies and tactics?

  No. Management concentrates on selling and servicing immediate customers.

  Somewhat. Management takes a long view of its channel although the bulk of its efforts goes to selling and servicing immediate customers.

  To a good extent. Management takes a whole marketing system view and recognizes the threats and opportunities created for the company by changes in any part of the system. 

4.   For your existing products/markets, how well does management know the sales potential and profitability of different market segments, sectors, territories, and channels?

 Not at all.

 Somewhat.

 Very well. 

5.   How well organized is the process of introducing new products?

 The system is ill-defined and poorly executed.

 The system formally exists but lacks sophistication.

 The system is well structured and professionally staffed. 

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

 Little or no effort.

 Some effort.

 Substantial effort. 

7.   What is the extent of formal marketing planning, including a description of strategies, tactics, schedules and controls?

 Management does little or no formal marketing planning.

 Management develops an marketing plan.

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

8.   In the past, what has been the extent of contingency thinking and planning?

 Management does little or no contingency thinking and planning.

 Management does some contingency thinking although little formal contingency planning.

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

9.   How well are marketing strategies communicated throughout the company?

 Poorly.

 Fairly.

 Successfully. 

10.  Is management doing an effective job with its 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 employed efficiently. 

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

 No. Sales and market information is not very current and management reacts slowly.

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

 Yes. Management has installed systems yielding highly current information market data and fast reaction times. 

12.  Is there a high level of integration and control among your company’s major sales and marketing functions?

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

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

 Yes. The major sales and marketing functions are effectively integrated. 

13.  Is management prepared to allocate resources to the major elements of the marketing mix (literature, press relations, advertising, direct mail, distribution programs, etc.) that are necessary to grow the product lines?

 Not at all.

 Somewhat.

 Very well. 

14.  Has the company created the type, quantity and depth of management needed to support marketing strategies?

 Not at all.

 Somewhat.

 Yes.

15.  Are your current monitor and control procedures adequate to determine the effectiveness of different marketing programs?

 The procedures are ill-defined and poorly executed.

 The procedures formally exists but lack sophistication.

 The procedures are well-structured ad effective. 

16.  Are your current monitor and control procedures adequate to determine the effect of marketing programs on the sales cycle?

 The procedures are ill-defined and poorly executed.

 The procedures formally exists but lack sophistication.

 The procedures are structured ad effective. 

17.  How well organized is the company’s distribution program, including the management of and communications with any channel member?

  The program is ill-defined and poorly executed.

  The program formally exists but lacks certain offerings.

 The program is well organized and well received. 

18.  Does management recognize the importance of using market research to verify market wants/needs, solve problems and uncover opportunities?

  Not at all.

  Somewhat.

 Yes.

Please add any issues you might be facing in your business.