Marketing Accountability

Enhanced descriptions from Syndetics:

No CEO or CFO wants to hear that their marketing investment was a gamble, and greater accountability for marketing expenditure is one of the biggest issues facing the marketing community today.Marketing Accountability by Malcolm McDonald and Peter Mouncey is a major breakthrough for marketing and essential reading for any marketing professional. Based on seven years' research into global best practice in marketing, it introduces a marketing metrics model that will help you to measure marketing effectiveness, align marketing activities with corporate strategy and deliver accountability.Marketing Accountability will enable senior executives to measure the impact of marketing activities against the goals of an organization, and empower marketers to justify their actions to both CEOs and their Chief Financial Officers.

Table of contents provided by Syndetics

• Acknowledgements (p. ix)
• Introduction (p. 1)
• 1 It's tough at the top - CEOs are finally demanding accountability for marketing expenditure (p. 5)
• Summary (p. 5)
• 1.1 The growing importance of intangible assets (p. 6)
• 1.2 The marketing investment time lag and profit and loss accounts (p. 11)
• 1.3 The tyranny of forecasts and budgets and the consequences (p. 14)
• References (p. 21)
• 2 Strategic marketing planning - a brief overview (p. 22)
• Summary (p. 22)
• 2.1 Introduction (p. 22)
• 2.2 Positioning marketing planning with marketing (p. 23)
• 2.3 The marketing planning process (p. 26)
• 2.4 How formal should this process be? (p. 27)
• 2.5 What should appear in a strategic marketing plan? (p. 40)
• 2.6 How the marketing planning process works (p. 42)
• 2.7 Guidelines for effective marketing planning (p. 44)
• 2.8 Twelve guidelines for effective marketing (p. 46)
• 2.9 Conclusions (p. 53)
• References (p. 54)
• 3 A three-level marketing accountability framework (p. 55)
• Summary (p. 55)
• 3.1 Introduction (p. 55)
• 3.2 A three-level marketing accountability framework (p. 56)
• 3.3 Three distinct levels for measuring marketing effectiveness (p. 61)
• 3.4 Level 2: linking activities and attitudes to outcomes (p. 67)
• 3.5 Level 3: micro measurement (p. 71)
• Acknowledgement (p. 71)
• References (p. 72)
• 4 A process of Marketing Due Diligence (p. 73)
• Summary (p. 73)
• 4.1 What is the connection between marketing and shareholder value? (p. 74)
• 4.2 What is the Marketing Due Diligence diagnostic process? (p. 77)
• 4.3 Implications of the Marketing Due Diligence process (p. 90)
• 4.4 The linkage of strategy risk to shareholder value (p. 91)
• 4.5 The risk and return relationship (p. 92)
• 4.6 A focus on absolute returns rather than risk (p. 93)
• 4.7 Alignment with capital markets (p. 97)
• 4.8 Turning Marketing Due Diligence into a financial value (p. 98)
• 4.9 Highlighting deficiencies and key risks (p. 101)
• 4.10 Implications for users (p. 102)
• Acknowledgements (p. 103)
• 5 The Marketing Metrics model and process (p. 104)
• Summary (p. 104)
• 5.1 Introduction (p. 104)
• 5.2 Overview of the Marketing Metrics model (p. 107)
• 5.3 Implementing the Marketing Metrics model (p. 112)
• 5.4 The workshop team (p. 117)
• References (p. 118)
• 6 Segmentation - the basic building block for markets (p. 119)
• Summary (p. 119)
• 6.1 Introduction (p. 120)
• 6.2 Markets we sell to (p. 122)
• 6.3 Stage 1 - defining the market (p. 132)
• 6.4 Stage 2 - who specifies what, where, when and how (p. 136)
• 6.5 Case studies (p. 143)
• 6.6 Segmentation and the Metrics model (p. 156)
• References (p. 161)
• 7 How to become the first choice for the customers you want (p. 163)
• Summary (p. 163)
• 7.1 What are impact factors? (p. 164)
• 7.2 Qualifying factors (p. 165)
• 7.3 Competitive advantage factors (CAFs) (p. 168)
• 7.4 Productivity factors (p. 172)
• 7.5 Analysing impact factors: a strategy-based alternative (p. 178)
• 7.6 Impact factors: using 'gap' analysis for creating organizational alignment (p. 180)
• 7.7 Helpful pointers (p. 183)
• References (p. 184)
• 8 Turning strategy into action, and measuring outcomes (p. 185)
• Summary (p. 185)
• 8.1 Developing action plans (p. 186)
• 8.2 Developing the budget (p. 190)
• 8.3 Budget templates (p. 196)
• 8.4 Establishing linkages (p. 198)
• 8.5 In conclusion
• References (p. 204)
• 9 Delivering accountability - finalizing the metrics strategy (p. 205)
• Summary (p. 205)
• 9.1 Developing metrics that matter (p. 206)
• 9.2 Auditing for success (p. 208)
• 9.3 Bringing it all together (p. 209)
• References (p. 214)
• 10 Why data quality can make or break accountability (p. 215)
• Summary (p. 215)
• 10.1 The importance of data quality (p. 216)
• 10.2 Are data the weakest link in your marketing strategy? (p. 217)
• 10.3 Data and competitive advantage (p. 217)
• 10.4 Data literacy (p. 219)
• 10.5 Challenges to data integration (p. 219)
• 10.6 Creating a business case (return on investment) for data quality (p. 221)
• 10.7 Creating insight (p. 221)
• 10.8 Technology (p. 223)
• 10.9 Success factors (p. 223)
• 10.10 Identifying the cost of poor data quality (p. 224)
• 10.11 Data management strategy (p. 226)
• 10.12 Why an enterprise-wide approach to data management is vital (p. 228)
• 10.13 Developing an enterprise-wide information strategy (p. 229)
• 10.14 Data governance (p. 231)
• References (p. 235)
• 11 Measuring the effectiveness of multichannel strategies (p. 236)
• 11.1 Introduction (p. 236)
• 11.2 Breaking down conversion metrics by the buying cycle (p. 238)
• 11.3 Tracking cross-channel behaviour (p. 240)
• 11.4 Assessing the overall performance of the route to market (p. 248)
• 11.5 Metrics for the multichannel boardroom (p. 250)
• 11.6 Steering by the stars (p. 256)
• Acknowledgements (p. 256)
• References (p. 257)
• 12 Valuing brands (p. 258)
• 12.1 Introduction (p. 258)
• 12.2 Intangible assets: driving corporate value in the 21st century (p. 259)
• 12.3 What do we mean by 'brand'? (p. 263)
• 12.4 The approach to 'brand' and intangible asset valuations (p. 264)
• 12.5 Conclusion: financial implications for brands (p. 277)
• Appendix: Econometrics (p. 279)
• Index (p. 283)