Marketing management: Accountability

 

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Paper
1.
Think like the CFO to demonstrate the value of marketing to the City
Martin Deboo, Admap, November 2009, pp.18-19
Blue-chip FMCG companies, such as Unilever, P&G and Cadbury, can improve their relationship with the City by changing their reporting on marketing budgets from half-yearly to quarterly, or by issuing ...

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Paper
2.
Shareholder value: the enemy of good marketing
Hugh Davidson, Market Leader, Quarter 4, 2009, pp.24-29
In this concise analysis, Hugh Davidson throws down a challenge to marketers. He describes how shareholder value, the theory that has dominated the way public companies are run, has become perverted a

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Paper
3.
Effective marketing accountability requires a mix of art and science
Frank Harrison, Admap, June 2009, Issue 506, pp.27-29
Marketing accountability and prediction remain complex and difficult; it is harder than ever to understand cause and effect. Surveys show that effective marketing ROI programmes require many parts of

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4.
Effective ways to measure activities for a global brand portfolio
Christene McCauley, Admap, June 2009, Issue 506, pp.20-22
The article describes Diageo's system for evaluating marketing effectiveness for all its products worldwide. There are three basic principles: simplicity, a pragmatic approach, and focusing on getting

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5.
Marketing: the unappreciated workhorse
Philip Kotler, Market Leader, Quarter 2, March 2009, pp.8-10
The article discusses the challenges still faced by marketing in getting acceptance. Marketing is viewed by sales forces, chief financial officers, chief manufacturing officers, chief executive office

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6.
The five most important questions you need to ask about the return on marketing investments
Pat LaPointe and Dave Reibstein, Marketing NPV, Vol 5, Issue 3, 2009, pp.3-5
This paper details five simple questions a CEO (or CFO) can ask senior marketing executives in to understand an organisation's core marketing strengths and weaknesses and realign marketing priorities ...

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Paper
7.
Making progress
Lynn Russo Whylly, The Advertiser, October 2008
The 2008 ANA Marketing Accountability Survey noted that while there are some marked improvements, gaps remain in critical areas, such as aligning marketing efforts with corporate goals, developing cro ...

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Paper
8.
It's the product, stupid …
Andrew Seth, Admap, March 2008, Issue 492, pp.6
This article argues that the perceived weakness of marketing in the boardroom is not because marketing in complex and 'in transition', but because marketers fail to deliver their core responsibility: ...

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Paper
9.
How Marketing Contributes to the Bottom Line
David W. Stewart, Journal of Advertising Research, Vol. 48, No. 1, Mar 2008, pp.94-105
There is increasing scrutiny of marketing activities and a growing demand for greater accountability of the marketing function. This article asserts that such accountability cannot be achieved until g ...

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Paper
10.
See the whole picture
Jim Gregory, The Advertiser, February 2008, pp.46-47
The fact that brand accountability is important is not new, but it appears that few senior marketers have grasped how to represent the importance of branding to their senior managers. Most research sh ...

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Paper
11.
Stuck in neutral
John Wolfe, The Advertiser, February 2008, pp.44-45
This article discusses new ANA research which reveals a lack of progress (and growing frustration) with marketing accountability programs at most companies. Advertisers want to know if they're getting ...

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Paper
12.
Advertising effectiveness
Jerry Thomas, Admap, February 2008, Issue 491, pp.29-31
Only half of commercials work positively, and some are even negative. Despite this, few ads are tested, while sales response is also a poor indicator of effectiveness, because of uncontrollable variab ...

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13.
Overcoming short-termism in advertising measurement
Patrick LaPointe, Admap, February 2008, Issue 491, pp.22-25
Marketers are natural optimists, but finance officers are required to be objective in pointing out risks and limitations. Thus, if marketers cannot demonstrate payback and rely on unsubstantiated futu ...

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Paper
14.
Accountability
Roderick White, Admap, February 2008, Issue 491, pp.20-21
The problem of achieving accountability and measuring effectiveness in advertising is not a new one. There are several reasons why it is hard to isolate effects attributable to the advertising, or to ...

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Paper
15.
Increasing the value of companies
Peter Field, Admap, February 2008, Issue 491, pp.14-16
Good marketing can have a direct impact on shareholder value, which depends on forecasts of future earnings. But marketers rarely demonstrate this; they are usually more concerned with building brand ...

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16.
Ad metrics and stock markets: how to bridge the yawning gap
Martin Deboo, Admap, June 2007, Issue 484, pp.28-31
Martin Deboo, consumer goods analyst at investment bank Investec, argues that marketers and shareholders are on the same side when it comes to wanting sustained and profitable organic brand growth. Ho ...

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Paper
17.
Marketing accountability - are you ready?
Ed See, Admap, June 2007, Issue 484, pp.25-27
Ed See, president and chief operating officer of Marketing Management Analytics, says that 'by bringing together all relevant information, marketing can make the right decisions at the right time'. He ...

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Paper
18.
The conflict between accountability and effectiveness
Les Binet and Peter Field, Admap, June 2007, Issue 484, pp.22-24
Les Binet, European director of DDB Matrix, and marketing consultant Peter Field discuss the measures used to assess effectiveness (doing the right thing) and accountability (being seen to do the righ ...

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Paper
19.
Accountability and practicality
Roderick White, Admap, June 2007, Issue 484, pp.20-21
In this introduction to Admap's June 2007 report on admetrics, Roderick White summarises the challenges facing marketing professionals to prove that the money spent on advertising (for instance) has b ...

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Paper
20.
The ten commandments of total accountability
Joe Mullich, The Advertiser, June 2007, pp.19-22
Accountability has become increasingly critical to proving the value of marketing communications, especially in terms of justifying marketing spend to financial executives who often view it as a discr ...

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Paper
21.
Measuring marketing communications: concentrate on outcomes, not outputs
Antony Young and Lucy Aitken, Market Leader, Issue 37, Summer 2007, pp.51-55
This article argues that some marketing organisations become too obsessed with metrics such as brand awareness or `brand equity', to the point where they lose sight of the main objective, to achieve s ...

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Paper
22.
Should I target profits, sales or awareness? Does it matter?
Andrew Green, Warc Media FAQ, June 2007
The term 'ROI' can mean a multitude of things in an advertising and marketing context, and in a sense this is necessary depending on what exactly it is that brand owners want to measure. Some brands c ...

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Paper
23.
How Green Are Your Metrics?
Marketing NPV, Volume 4, Issue 2, 2007
Environmental sustainability has now become a key competitive differentiator that generates profit, and it must therefore be included in marketing metrics. Areas discussed and illustrated include: red ...

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Paper
24.
Creating a “Simple” Brand Scorecard
Marketing NPV, Volume 4, Issue 2, 2007
This article provides advice on how to develop and complete a simple brand scorecard. The benefits of such an approach come both from the results than can be expected as a result of its introduction, ...

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Paper
25.
Bridging Islands of Facts in an Ocean of Uncertainty
Marketing NPV, Volume 4, Issue 2, 2007
In this article, a number of marketing professionals discuss why their dashboards and other measures work for them. The key is a tight relationship with finance: without alignment and support from fin ...

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Paper
26.
Forum: Measuring the value of insight - it can and must be done
Steve Wills and Sally Webb, International Journal of Market Research, Vol. 49, No. 2, 2007, pp.155-165
This paper discusses whether researchers really want to become the pro-active, consultant level professionals that they so often claim, or if they are actually happier in a reactive role, applying the ...

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Paper
27.
ROI: a passing fad or an enduring trend?
Alex Ruffle, Admap, Marketing in China Supplement, February 2007, pp.10-13
Marketing budgets are increasing rapidly in China as its economy grows, and this is fuelling an increasing demand for accountability. It is especially difficult, however, to establish marketing ROI in ...

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Paper
28.
What to Cut: How to Pick Your Spots When the Budget Axe Is About to Fall
Marketing NPV, Volume 4, Issue 1, 2007
This article offers guidance for marketers on how to choose what to cut when forced to reduce marketing budgets. Key candidates are the company's operational sacred cows, the over-use of any one mediu ...

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Paper
29.
Using Customer Franchise Value to Bridge Short- and Long-Term Investments in a Financial Context
Marketing NPV, Volume 4, Issue 1, 2007
This paper discusses Customer Franchise Value (CFV), a concept whereby marketers can express the future value, in terms of customer retention and the expected value from those customers, of current ex ...

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Paper
30.
Soft measures, hard cash
Andy Farr, Admap, November 2006, Issue 477, pp.39-42
Andy Farr, global head of research and development at Mindshare Worldwide, shows how a value can be put on the thoughts and feelings that consumers have about brands. He describes how brand valuations ...

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