Marketing performance assessment and accountability: Process and outcomes

Marketing accountability, and how it may be achieved via performance assessment and metrics, have been central topics in both the marketing literature and practice (Katsikeas et al. 2016). Recent developments in digital channels, the accompanying explosion of data and emergence of marketing automation, the globalization of markets, and the rise of customer experience as a key firm priority have further magnified interest in and the importance of understanding how potential marketing outcomes are and can be achieved (CMO Survey, 2021; Mintz et al., 2021). As a result, gaining clarity on how to design and manage performance assessment systems to deal with these issues has never been more important. This paper argues that further progress in this research domain requires a deep understanding of the marketing performance assessment (MPA) process to provide both a catalyst and foundation for the next generation of research. Although there has been considerable research in the areas of marketing metrics and marketing accountability, much less attention has been paid to the MPA process that links them. Yet, the MPA process is essential to successful marketing management. To address this, we first review past research in this broad domain to answer the “Where have we been?” question that identifies theneed for a new conceptual model. Second, drawing on research findings both within the broad MPA domain and allied areas within and outside of marketing, we develop and detail a new conceptual model of the MPA process and use it to identify what really needs to be known but is currently unclear in this domain (i.e., “Where do we need to go?”). Third, we suggest how these areas of needed inquiry may best be investigated (i.e., “How do we get there?”) by identifying new perspectives, theories, data sources, and analysis approaches that may be productively employed in future research.     

Managing Multi- and Omni-Channel Distribution: Metrics and Research Directions

The increase in the variety of channel formats, and the progression from single, to multi-, then to omni-channel marketing has made shopping and buying more convenient for consumers, but trickier to manage for marketers—both upstream suppliers and downstream retailers. The first step in managing multi- and omni-channel distribution is to find the specific metrics that will facilitate reliable analysis of the relationship between distribution and marketing objectives. That is our primary goal in this article—to present the metrics, both old and new, that marketers, both suppliers and retailers, need to monitor, and that academic researchers, both theoretical and empirical, should incorporate in their models. We present a basic framework for managing distribution, and summarize the metrics that are relevant to each element of the framework. Then, we lay out what we believe are important questions that multi- and omni-channel marketers are grappling with, refer the reader to what existing academic research has to say about them, and suggest how future research can build off our framework and metrics to supplement what is known and address what is not.     

Choosing the Right Metrics to Maximize Profitability and Shareholder Value

There is an ever-present need for managers to justify marketing expenditures to the firm. This can only be done when we can establish a direct link between marketing metrics and future customer value and firm performance. In this article, we assess the marketing literature with regard to marketing metrics. Subsequently, we develop a framework that identifies key metrics that firms should focus on that can give a firm a better picture of how they got to where they are now and insights towards how they can continue to grow into the future. We then identify several organizational challenges that need to be addressed in order for firms to build the capabilities of collecting the right data, measuring the right metrics, and linking those metrics to customer value and firm performance. Finally, we offer guidelines for future research with regard to marketing metrics to help firms establish successful marketing strategies, measure marketing effectiveness, and justify marketing expenditures to top management.     

浅析我国商业银行的贷款营销

目前,国内商业银行贷款营销的现状是贷款有效需求疲软,贷款营销认识普遍不全面,贷款投放谨慎。要辩证地看待买方市场下商业银行贷款营销的特点及其面临的难点,对市场进行细分,选择确定目标市场,做好商业银行贷款营销的定位。在强化贷款营销方面,要转变观念,强化贷款营销意识,树立现代银行营销理念;积极开发新的贷款品种,不断创造新的利润增长点;加强经济形势分析研究,认真开展市场调查;提高贷款营销队伍素质,强化贷款营销技术支持。     

Marketing Metrics Use in a Transition Economy: The Case of Vietnam

ABSTRACT

This article explores the use of marketing metrics by a sample of Vietnamese firms, providing an example of the use of marketing metrics in a “transition” economy as it grows and becomes more market and marketing driven. The analysis reports usage frequency and then develops a set of “correlation chains” linking firm characteristics, metric use, and various indicators of performance. Vietnamese managers generally report that several types of metrics are used. Ownership structure and industry also impact which metrics are utilized. An initial assessment of chains relating metric use to firm performance indicates that the impact is complex and indirect.     

Entrepreneurial marketing strategies during the growth of international new ventures originating in small and open economies

This research provides new knowledge on the development of marketing strategies in international new ventures (INVs) by applying the concept of entrepreneurial marketing to these early internationalizing firms. Using a qualitative approach, the authors identify the key dimensions of this concept in INVs, namely innovativeness and adaptation, and elaborate on both the defining elements and the development of these dimensions. They suggest that the innovativeness and adaptation of marketing strategies decrease during the global growth of INVs. Other contextual issues also underlie the development of international entrepreneurial marketing strategies; in particular, they appear to reflect the turbulence and global diversity of the environment and the market orientation of the INV. The marketing performance of INVs is determined by the fit between international entrepreneurial marketing strategies and the internal and external contingencies of the firm. Propositions for future research and managerial implications are provided.     

Re-imagining the marketplace: addressing race in academic marketing research

Race is a marketplace icon. How so? By holding true to an icon’s defining characteristics: high visibility, divisiveness, and uncritical devotion. In this brief musing, we describe how despite its centrality to market activities, race is uncritically addressed in academic marketing research. We next introduce the Race in the Marketplace (RIM) Research Network, a newly-formed interdisciplinary collective of scholars and scholar-activists that seek to break race of its iconic standing and bring greater equity to markets by disseminating critical, collaborative, and transdisciplinary race-based market research that supports liberatory public policies and community actions. We close with a call to join our effort to reimagine the marketplace through the critical examination of what has been a perpetually overlooked icon in marketing academia.     

Does competitive entry structurally change key marketing metrics?

To what extent does competitive entry create a structural change in key marketing metrics? New players may just be a temporal nuisance to incumbents, but could also fundamentally change the latter's performance evolution, or induce them to permanently alter their spending levels and/or pricing decisions. Similarly, the addition of a new marketing channel could permanently shift shopping preferences, or could just create a short-lived migration from existing channels. The steady-state impact of a given entry or channel addition on various marketing metrics is intrinsically an empirical issue for which we need an appropriate testing procedure.In this study, we introduce a testing sequence that allows for the endogenous determination of potential change (break) locations, thereby accounting for lead and/or lagged effects of the introduction of interest. By not restricting the number of potential breaks to one (as is commonly done in the marketing literature), we quantify the impact of the new entrant(s) while controlling for other events that may have taken place in the market. We illustrate the methodology in the context of the Dutch television advertising market, which was characterized by the entry of several late movers. We find that the steady-state growth of private incumbents' revenues was slowed by the quasi-simultaneous entry of three new players. Contrary to industry observers' expectations, such a slowdown was not experienced in the related markets of print and radio advertising.     

What will business-to-business marketers learn from neuro-marketing? Insights for business marketing practice

This research note offers expert comments on the boundaries and frontiers of neuro-marketing application for business-to-business (B-to-B) marketing. This is done using a practice-led approach to discuss the boundaries and frontiers of neuro-marketing application for B-to-B marketing. Insights are provided into what neuro-marketing is, is not, can do, cannot do, should do, and should not do in B-to-B settings. This note can assist B-to-B marketing academics, practitioners, and neuroscientists in understanding the boundaries and frontiers of B-to-B neuro-marketing application. This note outlines how neuroscience can be appropriately applied in theoretical and practical B-to-B marketing endeavors. This note offers a useful response to a series of common but often inadequately answered or unanswered questions on B-to-B neuro-marketing application.     

What Really Counts When Hospitals Adopt a Marketing Orientation:

Evidence continues to accumulate which supports marketing's contribution to hospital performance. When hospitals do adopt a marketing orientation they reap the benefits of higher occupancy rates and revenues. The study advances our understanding of the relationship between marketing orientation and hospital performance by investigating the specific contribution of each component of marketing orientation. Results indicate that hospitals should develop a "gestalt" market orientation, with all its components, but a well-developed customer philosophy makes the single greatest contribution to hospital performance.     

Contribution to hospital performance: market orientation vs. marketing effort and lack of competition

Marketing is still viewed with some skepticism by some hospital administrators who wonder if marketing is needed when the hospital is in a benign competitive environment. This research seeks to investigate the contribution of a marketing orientation to hospital performance beyond what can be achieved by merely spending money on promotion or not facing stiff competition. Findings reveal that having an authentic market orientation makes a significant contribution to a hospital's success above what can be achieved through promotional budgets and lack of competition.     

Market orientation in franchise networks: a contrast analysis of franchisors and franchisees views

Market orientation is considered as key to organizational survival and performance. In inter-firm settings, previous research indicates that it contributes to the overall performance of marketing channels. This research note investigates the perception of market orientation in franchise networks. Based on a dyadic multi-sectorial sample of 27 franchisors and 720 of their franchisees, the study examines how franchisors and franchisees perceive market orientation and to what extent their perceptions are concordant views. The underlying hypothesis is that a common view of the network orientation facilitates co-ordination and eventually performance. Results indicate that although the spirit of market orientation may be partially shared within the franchise channel, its consequences in terms of performance are not uniform.     

The MSI Priorities: A Critical View on Researching Firm Performance,Customer Experience and Marketing

This paper critically addresses the underlying assumptions about the nature of individual firm performance in a competitive market economy and the role of the customer which is revealed in three of the 1998-2000 key research priorities promulgated by the Marketing Science Institute. It is suggested that the structure and content of the priorities reveals a central and continuing dilemma not only in the nature of marketing research but also in the marketing domain itself. The customer is framed as a subversive and rather hidden force whilst many of the critical issues in understanding the nature of competition are subsumed behind a general notion that success comes to those who adopt the basic tenets of marketing. It is argued that this unresolved issue lies at the heart of what might be termed the marketing project and continually threatens to destabilise the legitimate aspiration for research in marketing to be seen as a credible form of social science. Equally it raises difficult questions about the nature of the concept of relevance and therefore of institutions that attempt to both set and support particular research agendas such as the Marketing Science Institute itself.     

Commentary on “Business-to-Business Marketing Textbooks: A Comparative Review”

ABSTRACT

The proposal by Backhaus, Muehlfeld, and Okoye (2002) to design a business marketing text around a framework of customer-relationship types is provocative and spawns a useful debate on the issue of what should actually be taught in the business marketing course, particularly at the undergraduate level. We believe that the approach may increase the attention given to relationship marketing but do so by sacrificing coverage of core content that students and informed business marketing managers need to know. In the end, we opt for a more comprehensive approach in exploring strategy making for the business market while they chart a narrower and more specialized path.     

Enduring Attitudes and Contextual Interest: When and Why Attitude Surveys Still Matter in the Online Consumer Decision Journey

Consumers leave traces of key interest to managers on their journey to purchase. Next to traditional survey-based attitudes, readily available online metrics now show aggregate consumer actions. But how do survey response metrics and online action metrics relate to each other? To what extent do they explain and predict brand sales across consumer categories? This article shows that surveys and online behavior provide complementary information for brand managers. Times series data for 32 brands in 14 categories reveal low correlations but substantial dual causality between survey metrics and online actions. Combining both types of metrics greatly increases the model's power to explain and predict brand sales in low-involvement categories. By contrast, high-involvement categories do not gain much from adding survey-based attitudes to a model including online behavior metrics. The authors synthesize these generalizations in a new framework relating enduring attitudes to the contextual interest expressed by online actions. This new framework helps managers assess both types of metrics to drive brand performance depending on whether their goal is short-term sales or long-term brand health.     

我国汽车自主品牌的营销策略分析

自上个世纪50年代一汽创立以来,我国汽车产业已经有半个多世纪的发展历程。近年来,我国汽车自主品牌因其性价比高倍受消费者的青睐,发展势头迅猛。自主品牌企业也不负重望,不断进行技术创新,不断加强产品品质,以尽量缩小和外资品牌的差距。在自主品牌企业苦修内功的同时,消费者对自主品牌的偏见依旧存在,尤其在中档车市场上,消费者还没有完全接受该品牌。本文拟从市场营销的角度分析我国汽车自主品牌的品牌发展落后的原因,并给出相应的营销对策及建议。     

Change in international market strategy as a reaction to performance decline

While a great deal of research has explored how international marketing strategy influences performance, researchers have paid scant attention to understanding changes to international marketing strategy resulting from firm reaction to past performance. In this study, organizational learning theory addresses when and how international marketing strategy will change. Employing data from over 500 exporters, the results, which are consistent with theoretical predictions, indicate that (1) firms are generally not prone to inertia and do, in fact, change their international marketing strategy when facing declines in performance, and (2) that the direction of change depends on the level of competition in the specific foreign market, with firms adapting their international marketing strategy in low competitive markets and standardizing their international marketing strategy in highly competitive markets. The paper includes implications for academics and practitioners.     

Subsidiary Capacity Building in Emerging Markets: How Japanese MNEs Sequence Market Entry and Development Strategies in India

This paper asks the pragmatic question of how and to what extent firms build subsidiary competitiveness over time. By merging international business and international marketing theory, we integrate the unconnected discourses on market entry, development, product sequencing, and diffusion. The context of our research questions is marketing and entry strategies of four Japanese firms in India. All have had to learn the sequencing of both entry and product diversification. While strategies vary between the firms, the cases exhibit that entry and product diversification decisions are interlinked. Market entry configurations are central for developing market‐led solutions in large emerging markets. This study offers insights into how Japanese MNEs build subsidiary competitiveness when faced with the early stages of the Indian consumer market take‐off. Second, through the integration of international business and international marketing theory, we find that new product performance and international diversification interact in specific ways, and this contributes to future theoretical developments. © 2015 Wiley Periodicals, Inc.     

Service-Dominant Orientation: Measurement and Impact on Performance Outcomes

A firm's ability to offer better service and to co-create valuable customer experiences is critically important to achieving competitive advantage. Service-dominant (S-D) logic, along with resource and capability perspectives, provides the underlying theoretical reasoning for the relevance of such capabilities. However, despite researchers’ recent contributions to marketing theory, empirical support for S-D logic and its implications is very limited at the strategic level. An open question, therefore, is what empirically constitutes a value co-creation capability, and what is its impact on important performance outcomes. Building on the conceptualization of an S-D orientation as a portfolio of value co-creation capabilities, this research first operationalizes and validates an S-D orientation measure through a multi-study approach across different contexts. The authors then apply the measurement instrument to an automotive retail setting to investigate the outcomes of S-D orientation in terms of both customer- and firm-related performance metrics. Results provide the first empirical demonstration of the importance of S-D capabilities, and thus S-D logic, for firms.     

全球化营销的风险与防范

全球化营销是将全球看成一个统一的大市场,在对其进行市场调研的基础上,进行市场细分并选择自己的目标市场,实施营销策略组合。它强调企业应在全球范围内寻求竞争优势和最佳市场。全球化的趋势得益于正在降低的各国贸易壁垒和交通、信息技术的迅猛发展。全球化营销的巨大经济效益和市场前景对企业有很强的吸引力,但也不可避免地存在风险,因此,如何防范这些风险则是全球化营销要着重解决的课题。