Marketing Accountability : How to Measure Marketing Effectiveness
, by McDonald, Malcolm- ISBN: 9780749453862 | 0749453869
- Cover: Hardcover
- Copyright: 7/1/2009
Professor Malcolm McDonald enjoys a global reputation as a leading authority on marketing. Emeritus Professor at Cranfield University, he is also Chairman of six companies and works with the operating boards of some of the world’s leading multinationals. He has written over 40 books including Marketing Plans: How to Prepare Them; How to Use Them and Malcolm McDonald on Marketing Planning (also published by Kogan Page), as well as more than 100 articles and papers.
Peter Mouncey is an experienced marketing professional who now works in marketing education and consulting. A visiting fellow of Cranfield University School of Management, he is also a Director of the Cranfield Marketing Measurement and Accountability Forum.Acknowledgements | p. ix |
Introduction | p. 1 |
It's tough at the top-CEOs are finally demanding accountability for marketing expenditure | p. 5 |
Summary | p. 5 |
The growing importance of intangible assets | p. 6 |
The marketing investment time lag and profit and loss accounts | p. 11 |
The tyranny of forecasts and budgets and the consequences | p. 14 |
References | p. 21 |
Strategic marketing planning - a brief overview | p. 22 |
Summary | p. 22 |
Introduction | p. 22 |
Positioning marketing planning with marketing | p. 23 |
The marketing planning process | p. 26 |
How formal should this process be? | p. 27 |
What should appear in a strategic marketing plan? | p. 40 |
How the marketing planning process works | p. 42 |
Guidelines for effective marketing planning | p. 44 |
Twelve guidelines for effective marketing | p. 46 |
Conclusions | p. 53 |
References | p. 54 |
A three-level marketing accountability framework | p. 55 |
Summary | p. 55 |
Introduction | p. 55 |
A three-level marketing accountability framework | p. 56 |
Three distinct levels for measuring marketing effectiveness | p. 61 |
Level 2: linking activities and attitudes to outcomes | p. 67 |
Level 3: micro measurement | p. 71 |
Acknowledgement | p. 71 |
References | p. 72 |
A process of Marketing Due Diligence | p. 73 |
Summary | p. 73 |
What is the connection between marketing and shareholder value? | p. 74 |
What is the Marketing Due Diligence diagnostic process? | p. 77 |
Implications of the Marketing Due Diligence process | p. 90 |
The linkage of strategy risk to shareholder value | p. 91 |
The risk and return relationship | p. 92 |
A focus on absolute returns rather than risk | p. 93 |
Alignment with capital markets | p. 97 |
Turning Marketing Due Diligence into a financial value | p. 98 |
Highlighting deficiencies and key risks | p. 101 |
Implications for users | p. 102 |
Acknowledgements | p. 103 |
The Marketing Metrics model and process | p. 104 |
Summary | p. 104 |
Introduction | p. 104 |
Overview of the Marketing Metrics model | p. 107 |
Implementing the Marketing Metrics model | p. 112 |
The workshop team | p. 117 |
References | p. 118 |
Segmentation - the basic building block for markets | p. 119 |
Summary | p. 119 |
Introduction | p. 120 |
Markets we sell to | p. 122 |
Stage 1 - defining the market | p. 132 |
Stage 2 - who specifies what, where, when and how | p. 136 |
Case studies | p. 143 |
Segmentation and the Metrics model | p. 156 |
References | p. 161 |
How to become the first choice for the customers you want | p. 163 |
Summary | p. 163 |
What are impact factors? | p. 164 |
Qualifying factors | p. 165 |
Competitive advantage factors (CAFs) | p. 168 |
Productivity factors | p. 172 |
Analysing impact factors: a strategy-based alternative | p. 178 |
Impact factors: using 'gap' analysis for creating organizational alignment | p. 180 |
Helpful pointers | p. 183 |
References | p. 184 |
Turning strategy into action, and measuring outcomes | p. 185 |
Summary | p. 185 |
Developing action plans | p. 186 |
Developing the budget | p. 190 |
Budget templates | p. 196 |
Establishing linkages | p. 198 |
In conclusion | p. 204 |
References | p. 204 |
Delivering accountability - finalizing the metrics strategy | p. 205 |
Summary | p. 205 |
Developing metrics that matter | p. 206 |
Auditing for success | p. 208 |
Bringing it all together | p. 209 |
References | p. 214 |
Why data quality can make or break accountability | p. 215 |
Summary | p. 215 |
The importance of data quality | p. 216 |
Are data the weakest link in your marketing strategy? | p. 217 |
Data and competitive advantage | p. 217 |
Data literacy | p. 219 |
Challenges to data integration | p. 219 |
Creating a business case (return on investment) for data quality | p. 221 |
Creating insight | p. 221 |
Technology | p. 223 |
Success factors | p. 223 |
Identifying the cost of poor data quality | p. 224 |
Data management strategy | p. 226 |
Why an enterprise-wide approach to data management is vital | p. 228 |
Developing an enterprise-wide information strategy | p. 229 |
Data governance | p. 231 |
References | p. 235 |
Measuring the effectiveness of multichannel strategies | p. 236 |
Introduction | p. 236 |
Breaking down conversion metrics by the buying cycle | p. 238 |
Tracking cross-channel behaviour | p. 240 |
Assessing the overall performance of the route to market | p. 248 |
Metrics for the multichannel boardroom | p. 250 |
Steering by the stars | p. 256 |
Acknowledgements | p. 256 |
References | p. 257 |
Valuing brands | p. 258 |
Introduction | p. 258 |
Intangible assets: driving corporate value in the 21st century | p. 259 |
What do we mean by 'brand'? | p. 263 |
The approach to 'brand' and intangible asset valuations | p. 264 |
Conclusion: financial implications for brands | p. 277 |
Appendix: Econometrics | p. 279 |
Bryan Finn and David Merrick, Business Economics Limited Index | p. 283 |
Table of Contents provided by Ingram. All Rights Reserved. |
The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.
Digital License
You are licensing a digital product for a set duration. Durations are set forth in the product description, with "Lifetime" typically meaning five (5) years of online access and permanent download to a supported device. All licenses are non-transferable.
More details can be found here.