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Marketing accountability : how to measure marketing effectiveness / Malcolm McDonald and Peter Mouncey.

By: Contributor(s): Material type: TextTextPublisher: London ; Philadelphia : Kogan Page, 2009Description: viii, 293 pages : illustrations ; 26 cmContent type:
  • text
Media type:
  • unmediated
Carrier type:
  • volume
ISBN:
  • 0749453869
  • 9780749453862
Subject(s): DDC classification:
  • 658.80072 22
LOC classification:
  • HF5415.13 .M369159 2009
Contents:
1. It's tough at the top-CEOs are finally demanding accountability for marketing expenditure -- 1.1. The growing importance of intangible assets -- 1.2. The marketing investment time lag and profit and loss accounts -- 1.3. The tyranny of forecasts and budgets and the consequences -- 2. Strategic marketing planning - a brief overview -- 2.1. Introduction -- 2.2. Positioning marketing planning with marketing -- 2.3. The marketing planning process -- 2.4. How formal should this process be? -- 2.5. What should appear in a strategic marketing plan? -- 2.6. How the marketing planning process works -- 2.7. Guidelines for effective marketing planning -- 2.8. Twelve guidelines for effective marketing -- 2.9. Conclusions -- 3. A three-level marketing accountability framework -- 3.1. Introduction -- 3.2. A three-level marketing accountability framework -- 3.3. Three distinct levels for measuring marketing effectiveness -- 3.4. Level 2: linking activities and attitudes to outcomes -- 3.5. Level 3: micro measurement -- 4. A process of Marketing Due Diligence -- 4.1. What is the connection between marketing and shareholder value? -- 4.2. What is the Marketing Due Diligence diagnostic process? -- 4.3. Implications of the Marketing Due Diligence process -- 4.4. The linkage of strategy risk to shareholder value -- 4.5. The risk and return relationship -- 4.6. A focus on absolute returns rather than risk -- 4.7. Alignment with capital markets -- 4.8. Turning Marketing Due Diligence into a financial value -- 4. 9Highlighting deficiencies and key risks -- 4.10. Implications for users -- 5. The Marketing Metrics model and process -- 5.1. Introduction -- 5.2. Overview of the Marketing Metrics model -- 5.3. Implementing the Marketing Metrics model -- 5.4. The workshop team -- 6. Segmentation - the basic building block for markets -- 6.1. Introduction -- 6.2. Markets we sell to -- 6.3. Stage 1 - defining the market -- 6.4. Stage 2 - who specifies what, where, when and how -- 6.5. Case studies -- 6.6. Segmentation and the Metrics model -- 7. How to become the first choice for the customers you want -- 7.1. What are impact factors? -- 7.2. Qualifying factors -- 7.3. Competitive advantage factors (CAFs) -- 7.4. Productivity factors -- 7.5. Analysing impact factors: a strategy-based alternative -- 7.6. Impact factors: using 'gap' analysis for creating organizational alignment -- 7.7. Helpful pointers -- 8. Turning strategy into action, and measuring outcomes -- 8.1. Developing action plans -- 8.2. Developing the budget -- 8.3. Budget templates -- 8.4. Establishing linkages -- 8.5. In conclusion -- 9. Delivering accountability - finalizing the metrics strategy -- 9.1. Developing metrics that matter -- 9.2. Auditing for success -- 9.3. Bringing it all together -- 10. Why data quality can make or break accountability -- 10.1. The importance of data quality -- 10.2. Are data the weakest link in your marketing strategy? -- 10.3. Data and competitive advantage -- 10.4. Data literacy -- 10.5. Challenges to data integration -- 10.6. Creating a business case (return on investment) for data quality -- 10.7. Creating insight -- 10.8. Technology -- 10.9. Success factors -- 10.10. Identifying the cost of poor data quality -- 10.11. Data management strategy -- 10.12. Why an enterprise-wide approach to data management is vital -- 10.13. Developing an enterprise-wide information strategy -- 10.14. Data governance -- 11. Measuring the effectiveness of multichannel strategies Hugh Wilson -- 11.1. Introduction -- 11.2. Breaking down conversion metrics by the buying cycle -- 11.3. Tracking cross-channel behaviour -- 11.4. Assessing the overall performance of the route to market -- 11.5. Metrics for the multichannel boardroom -- 11.6. Steering by the stars -- 12. Valuing brands David Haigh -- 12.1. Introduction -- 12.2. Intangible assets: driving corporate value in the 21st century -- 12.3. What do we mean by 'brand'? -- 12.4. The approach to 'brand' and intangible asset valuations -- 12.5. Conclusion: financial implications for brands.
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Holdings
Item type Current library Call number Copy number Status Date due Barcode
Book City Campus City Campus Main Collection 658.80072 MCD (Browse shelf(Opens below)) 1 Available A433474B

Includes bibliographical references and index.

1. It's tough at the top-CEOs are finally demanding accountability for marketing expenditure -- 1.1. The growing importance of intangible assets -- 1.2. The marketing investment time lag and profit and loss accounts -- 1.3. The tyranny of forecasts and budgets and the consequences -- 2. Strategic marketing planning - a brief overview -- 2.1. Introduction -- 2.2. Positioning marketing planning with marketing -- 2.3. The marketing planning process -- 2.4. How formal should this process be? -- 2.5. What should appear in a strategic marketing plan? -- 2.6. How the marketing planning process works -- 2.7. Guidelines for effective marketing planning -- 2.8. Twelve guidelines for effective marketing -- 2.9. Conclusions -- 3. A three-level marketing accountability framework -- 3.1. Introduction -- 3.2. A three-level marketing accountability framework -- 3.3. Three distinct levels for measuring marketing effectiveness -- 3.4. Level 2: linking activities and attitudes to outcomes -- 3.5. Level 3: micro measurement -- 4. A process of Marketing Due Diligence -- 4.1. What is the connection between marketing and shareholder value? -- 4.2. What is the Marketing Due Diligence diagnostic process? -- 4.3. Implications of the Marketing Due Diligence process -- 4.4. The linkage of strategy risk to shareholder value -- 4.5. The risk and return relationship -- 4.6. A focus on absolute returns rather than risk -- 4.7. Alignment with capital markets -- 4.8. Turning Marketing Due Diligence into a financial value -- 4. 9Highlighting deficiencies and key risks -- 4.10. Implications for users -- 5. The Marketing Metrics model and process -- 5.1. Introduction -- 5.2. Overview of the Marketing Metrics model -- 5.3. Implementing the Marketing Metrics model -- 5.4. The workshop team -- 6. Segmentation - the basic building block for markets -- 6.1. Introduction -- 6.2. Markets we sell to -- 6.3. Stage 1 - defining the market -- 6.4. Stage 2 - who specifies what, where, when and how -- 6.5. Case studies -- 6.6. Segmentation and the Metrics model -- 7. How to become the first choice for the customers you want -- 7.1. What are impact factors? -- 7.2. Qualifying factors -- 7.3. Competitive advantage factors (CAFs) -- 7.4. Productivity factors -- 7.5. Analysing impact factors: a strategy-based alternative -- 7.6. Impact factors: using 'gap' analysis for creating organizational alignment -- 7.7. Helpful pointers -- 8. Turning strategy into action, and measuring outcomes -- 8.1. Developing action plans -- 8.2. Developing the budget -- 8.3. Budget templates -- 8.4. Establishing linkages -- 8.5. In conclusion -- 9. Delivering accountability - finalizing the metrics strategy -- 9.1. Developing metrics that matter -- 9.2. Auditing for success -- 9.3. Bringing it all together -- 10. Why data quality can make or break accountability -- 10.1. The importance of data quality -- 10.2. Are data the weakest link in your marketing strategy? -- 10.3. Data and competitive advantage -- 10.4. Data literacy -- 10.5. Challenges to data integration -- 10.6. Creating a business case (return on investment) for data quality -- 10.7. Creating insight -- 10.8. Technology -- 10.9. Success factors -- 10.10. Identifying the cost of poor data quality -- 10.11. Data management strategy -- 10.12. Why an enterprise-wide approach to data management is vital -- 10.13. Developing an enterprise-wide information strategy -- 10.14. Data governance -- 11. Measuring the effectiveness of multichannel strategies Hugh Wilson -- 11.1. Introduction -- 11.2. Breaking down conversion metrics by the buying cycle -- 11.3. Tracking cross-channel behaviour -- 11.4. Assessing the overall performance of the route to market -- 11.5. Metrics for the multichannel boardroom -- 11.6. Steering by the stars -- 12. Valuing brands David Haigh -- 12.1. Introduction -- 12.2. Intangible assets: driving corporate value in the 21st century -- 12.3. What do we mean by 'brand'? -- 12.4. The approach to 'brand' and intangible asset valuations -- 12.5. Conclusion: financial implications for brands.

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