You learned in Chapter $3$ that the final step in the strategic market planning process is "implementation and control "Control involves measuring actual performance and comparing it to the established marketing objective$($s$).$ Establishing control metrics to track progress toward each objective allows marketers to identify implementation issues and adjust their strategies along the way to improve performance. One useful metric for tracking progress toward revenue $($sales$)$ or profit objectives is Return on Marketing investment $($ROMI$).$ ROMI is calculated by dividing the sales$/$profits generated by a specific marketing campaign or program by the

cost of the campaign$/$program$.$

Consider the case of a multinational consumer packaged poods producer that introduces dozens of new products each year. The CMO set the ROMI benchmark for revenue at $3\mathrm{.}90$ for new product introductions in the first year, meaning that the marketing team for each now procuct should strive to earn at least $$3\mathrm{.}90$ in revenve $($sales$)$ for every $$1$ in marketing expenditures. The company introduced three new products at the begining of the year. The CMO requested a mid$-$year report on the progress of each team foward the ROMI benchmark.

How are the products performing relative to the ROMI benctumark?

Based on ROMI performance relative to the benchmark for the first six months after introduction, which marketing team would most likely be prioritzed by the CMO for a review and reevaluation of its performance? $($Round to two decimal places.$)$

With a ROMI of $\_\_\_$ the CMO as most likely to prioritize $\_\_\_\_$ for a review and reevaluation of its marketing plan.

With a ROMI of $,$ the CMO is most likely to prioritize for a review and reevaluation of its marketing plan.

Product A

Product B

Product C