Free Tips | Lemmon-Aid Stand | Contact Us MARKETING SERVICES MARKET RESEARCH & MCIF E-MARKETING TRAINING & EDUCATION Portfolio Awards Success Stories Resource Center What's New About Us LemmonTree Online Games 25th Anniversary Timeline CREDIT UNION MARKETING-EFFECTIVENESS RATING INSTRUMENT (Check one answer to each question)   Name: * Credit Union : * Email: *Required Fields MEMBER PHILOSOPHY (This relates to the definition and focus of marketing efforts to meeting the needs of target market(s) or membership overall.) Q1 Does management recognize the importance of designing the Credit Union 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 Credit Union. Q2 Does management develop different offerings and marketing plans for different segments of the membership? No. Somewhat. To a good extent. Q3 Does management take a whole marketing system view (suppliers, channels, competitors, members, environment) in planning its business? No. Management concentrates on selling and servicing its immediate members using internal resources and little outsourcing. Somewhat. Management does have some strategic alliances with third parties although the bulk of its effort goes using internal resources for selling and servicing the immediate members. Yes. Management takes a whole marketing systems view recognizing the threats and opportunities created for the company by utilizing strategic partners and the effects of changes in any part of the system.   INTEGRATED MARKETING ORGANIZATION (This relates to the commitment by top management to the importance and integration of marketing throughout the Credit Union.) Q4 Is there high-level marketing and business development integration and control of the major marketing functions? No. Business development and Marketing are two separate functions and not integrated as far as reporting structures and there is some unproductive disconnect in coordinating strategy. Somewhat. There is formal integration and control of the business development and marketing functions at the management team level but still separate implementation with little coordination in strategy. Yes. The major marketing functions are effectively integrated with business development allowing strategies to be implemented across the entire communication platform. Q5 Does marketing management work well with senior management including lending, operations, IT, facilities/branches, electronic services, personnel 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 Credit Union as a whole. Q6 How well-organized is the new product or service process? There is no defined process and no system set up to uncover new products/services, the senior management team generally determines new additions. There is a process during strategic planning but marketing is involved once the decisions are made. The system is well-structured with marketing driving an integrated process starting with involvement from the strategic plan and coordinated through all areas of the senior management team.   ADEQUATE MARKETING INFORMATION (This relates to how much management demands to know about the members it serves to best focus marketing efforts to meet corporate goals.) Q7 When were the latest marketing research or MCIF studies of members, their buying influences, service quality, online usage, and/or competitors conducted? Have not conducted any research for several years. Every few years there is some market research done. It is an ongoing process that marketing coordinates and the senior management team participates in regularly. Q8 How well does your management and marketing team know the sales potential and profitability of different member segments, loan and deposit products, online services, and branch areas? Not at all. Somewhat. Very Well. Q9 What effort is expended to measure the cost effectiveness of different marketing expenditures? Little or no effort. Some effort. Substantial effort.   STRATEGIC ORIENTATION (This relates to the amount of formality with which the Credit Union top management approaches marketing.) Q10 What is the extent of your formal marketing planning? Senior management does little or no formal marketing planning because direction is given by CEO and/or senior executive to marketing director on an ad-hoc basis. Senior management develops an annual business plan that drives marketing decisions. Marketing develops a detailed annual marketing plan based on the strategic plan and works with the senior management in developing a consensus on direction and efforts. Q11 What is the quality of the current marketing strategy? The current marketing strategy is not as clear as the senior management team feels is appropriate. The current direction is clear and represents a continuation of traditional strategy. The marketing strategy is clear, innovative, data-based, and well-reasoned. Q12 What is the extent of contingency thinking and planning? Senior management does contingency planning for continuation of service but not for contingency thinking in marketing aspects like changes in consumer behavior. Senior management does some contingency thinking but little formal contingency planning for changes in consumer behavior with the marketing department. Senior management works with Marketing to formally identify the most important contingencies of consumer behavior or economic changes perpetuating changes in consumer purchasing or needs and develops contingency plans.   OPERATIONAL EFFICIENCY (This relates to the ability to react to market conditions based on the ongoing review of results and monitoring of the marketplace.) Q13 How well is the marketing “thinking” at the senior management level communicated and implemented down the line? Poorly. Marketing is not considered a top level senior management position so receives input through the senior manager to whom marketing reports. Fairly. Marketing is not considered a senior management position but does sit in during strategic planning sessions and executive meetings. Successfully. Marketing is a senior management position and included in all planning and executive meetings where decisions affecting marketing are discussed. Q14 Is management doing an effective job with the marketing resources? No. The marketing resources are not creating the expected return in helping us meet our corporate goals. Somewhat. The marketing resources seem in line with helping us to meet our goals, but the tracking or validation is not being provided to senior management to support the decisions Yes. The marketing resources are adequate and are deployed efficiently with tracking and validation in place to make better decisions by the senior management team. Q15 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 which makes it difficult to get senior management reaction in a timely manner. Somewhat. Senior management receives fairly up-to-date sales and market information but management reaction time varies. Yes. Marketing has installed systems yielding highly current information to facilitate getting numbers, statistics and other information to allow senior management a fast reaction time.     ADAPTED FROM: Philip Kotler, "From Sales Obsession to Marketing Effectiveness," Harvard Business Review, November-December 1977, pp. 67-75. Copyright © 1977 by the President and Fellows of Harvard College: all rights reserved. Interested? Contact us for more information Marketing Services | Marketing Research & MCIF | E-Marketing | Training & Education | Portfolio | About Us | Privacy Statements 480-967-1405 | 888-536-6243 | 3010 S. Priest Dr. Suite 103, Tempe, AZ 85282 | Copyright © 1996 - 2009