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Industrial manufacturers have long required continuous performance improvement from their Research and Development (R&D), engineering, manufacturing, and supply chain operations. Few have made the same demands of their sales and marketing functions for a variety of reasons, most of which boil down to stronger core competence in product development, manufacturing, and distribution-related operations instead of sales and marketing. Deloitte recommends that manufacturers consider the use of the Selling Expense Productivity Ratio (SEPR) to measure the ongoing effectiveness of their sales and marketing investments.
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