TY  - BOOK
AU  - McDonald,Malcolm
AU  - Mouncey,Peter
TI  - Marketing accountability: how to measure marketing effectiveness 
SN  - 0749453869
AV  - HF5415.13 .M369159 2009
U1  - 658.80072 22
PY  - 2009///
CY  - London, Philadelphia
PB  - Kogan Page
KW  - Marketing
KW  - Management
KW  - Cost effectiveness
N1  - 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
ER  -