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This chapter shows how the firm should coordinate its advertising decisions with the other elements of the marketing mix such as price and promotion, especially when demand is uncertain. It shows how the firm should vary its advertising spending over the product life cycle and the business cycle. In particular, it shows how marketing-finance fusion allows the firm to maximize its long-run performance under uncertainty.

This chapter introduces key financial tools necessary for understanding Fusion for Profit. This chapter shows how different ownership structures (i.e., whether the firm is publicly or privately held) affect the firm's tradeoff between risk and return. It also distinguishes the cases where the firm sells multiple products or has multiple divisions; in particular, it shows how privately and publicly held firms should coordinate their marketing and financial decisions under uncertainty.

This chapter begins by evaluating methods for determining how productive the firm's aggregate advertising spending is in both the short and long runs. Following this, it analyzes methods for determining the productivities of different media when the firm uses multiple media (including digital advertising); in particular, it focuses on the effects of measurement error. It shows how marketing-finance fusion allows privately and publicly held firms to allocate their advertising budgets between upfront and scatter advertising, based on their respective risk attitudes. Finally, it analyzes how recent changes in Internet marketing (e.g., the growth of electronic exchanges and the emergence of conquest advertising) are likely to affect the structure of the advertising industry.

This chapter shows how the firm should design sales force compensation plans to maximize its performance. It distinguishes whether or not the firm can observe the salesperson's effort. It shows how marketing-finance fusion allows the firm to design compensation plans based on such factors as the firm's cost structure, cost and demand uncertainty, consumer satisfaction, the firm's cost of capital, and whether or not the firm delegates price-setting or sales call policy to the salesperson. It shows how the sales force compensation plan should allow for multiperiod effects and the impact of Internet advertising. In particular, it distinguishes different scenarios (e.g., whether Internet advertising and conventional advertising are substitutes or complements).