Marketing performance assessment and accountability: Process and outcomes |
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| Institution: | 1. Indiana University, United States;2. University of South Carolina, United States;3. University of Georgia, United States;4. Appalachian State University, United States;5. University of Leeds, United Kingdom;6. Corvinus University of Budapest & John von Neumann University, Hungary;1. School of Economics and Management, Tsinghua University, Beijing 100084, China;2. College of Economics and Management, Nanjing Agricultural University, Nanjing 210095, China;3. Monash Business School, Monash University, Caulfield East, VIC 3145, Australia;1. San Diego State University, 5500 Campanile Drive, San Diego, CA 92182, United States;2. University of Southern California, 2001 N Soto St., Los Angeles, CA 90032, United States;1. University of Cologne, Albertus-Magnus-Platz 1, 50931 Cologne, Germany;2. BI Norwegian Business School, Nydalsveien 37, 0484 Oslo, Norway;3. University of Bremen, Max-von-Laue-Straße 1, 28359 Bremen, Germany;4. KU Leuven, Naamsestraat 69, 3000 Leuven, Belgium;1. Department of Marketing, National University of Singapore, 8-27, NUS Business School BIZ 1 (Mochtar Riady Building), 15 Kent Ridge Drive, Singapore;2. Department of Marketing, The Chinese University of Hong Kong, Room 1104, 11/F, Cheng Yu Tung Building, 12 Chak Cheung Street, Shatin, N.T., Hong Kong;1. Haslam College of Business, University of Tennessee, United States;2. Broad College of Business, Michigan State University, United States;3. KU School of Business, University of Kansas, United States;4. College of Business Administration, University of Texas at El Paso, United States;5. Indian School of Business, India;1. Essec Business School, 3 Av. Bernard Hirsch, 95000 Cergy, France;2. Ivey Business School, Western University, 1255 Western Rd, London, ON N6G 0N1, Canada;3. Carson College of Business, Washington State University, 300 NE College Ave, Pullman, WA 99163, United States |
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| Abstract: | 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. |
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| Keywords: | Marketing accountability Marketing performance Marketing metrics Marketing performance assessment Strategy implementation Global marketing |
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