Question: 1. Distinguish between a sales analysis and a performance analysis.
2. Carefully explain what the iceberg principle should mean to the marketing manager.
3. Explain the meaning of the comparative performance and comparative cost data Why does it appear that eliminating sales areas D and E would be profitable?
4. Most sales forecasting is subject to some error (perhaps 5 to 10 percent). Should we then expect variations in sales performance of 5 to 10 percent above or below quota? If so, how should we treat such variations in evaluating performance?