000			05654cam a22003734i 4500
005			20221101220644.0
008			090609s2009 enka b 001 0 eng d
010			_a 2009001273
011			_aBIB MATCHES WORLDCAT
020			_a0749453869
020			_a9780749453862
035			_a(ATU)b11447345
035			_a(OCoLC)300279812
040			_aDLC _beng _erda _cDLC _dBTCTA _dUKM _dYDXCP _dBWKUK _dBWX _dBWK _dCDX _dATU
050	0	0	_aHF5415.13 _b.M369159 2009
082	0	0	_a658.80072 _222
100	1		_aMcDonald, Malcolm, _eauthor. _9236310
245	1	0	_aMarketing accountability : _bhow to measure marketing effectiveness / _cMalcolm McDonald and Peter Mouncey.
264		1	_aLondon ; _aPhiladelphia : _bKogan Page, _c2009.
300			_aviii, 293 pages : _billustrations ; _c26 cm
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
504			_aIncludes bibliographical references and index.
505	0	0	_g1. _tIt's tough at the top-CEOs are finally demanding accountability for marketing expenditure -- _g1.1. _tThe growing importance of intangible assets -- _g1.2. _tThe marketing investment time lag and profit and loss accounts -- _g1.3. _tThe tyranny of forecasts and budgets and the consequences -- _g2. _tStrategic marketing planning - a brief overview -- _g2.1. _tIntroduction -- _g2.2. _tPositioning marketing planning with marketing -- _g2.3. _tThe marketing planning process -- _g2.4. _tHow formal should this process be? -- _g2.5. _tWhat should appear in a strategic marketing plan? -- _g2.6. _tHow the marketing planning process works -- _g2.7. _tGuidelines for effective marketing planning -- _g2.8. _tTwelve guidelines for effective marketing -- _g2.9. _tConclusions -- _g3. _tA three-level marketing accountability framework -- _g3.1. _tIntroduction -- _g3.2. _tA three-level marketing accountability framework -- _g3.3. _tThree distinct levels for measuring marketing effectiveness -- _g3.4. _tLevel 2: linking activities and attitudes to outcomes -- _g3.5. _tLevel 3: micro measurement -- _g4. _tA process of Marketing Due Diligence -- _g4.1. _tWhat is the connection between marketing and shareholder value? -- _g4.2. _tWhat is the Marketing Due Diligence diagnostic process? -- _g4.3. _tImplications of the Marketing Due Diligence process -- _g4.4. _tThe linkage of strategy risk to shareholder value -- _g4.5. _tThe risk and return relationship -- _g4.6. _tA focus on absolute returns rather than risk -- _g4.7. _tAlignment with capital markets -- _g4.8. _tTurning Marketing Due Diligence into a financial value -- _g4. _t9Highlighting deficiencies and key risks -- _g4.10. _tImplications for users -- _g5. _tThe Marketing Metrics model and process -- _g5.1. _tIntroduction -- _g5.2. _tOverview of the Marketing Metrics model -- _g5.3. _tImplementing the Marketing Metrics model -- _g5.4. _tThe workshop team -- _g6. _tSegmentation - the basic building block for markets -- _g6.1. _tIntroduction -- _g6.2. _tMarkets we sell to -- _g6.3. _tStage 1 - defining the market -- _g6.4. _tStage 2 - who specifies what, where, when and how -- _g6.5. _tCase studies -- _g6.6. _tSegmentation and the Metrics model -- _g7. _tHow to become the first choice for the customers you want -- _g7.1. _tWhat are impact factors? -- _g7.2. _tQualifying factors -- _g7.3. _tCompetitive advantage factors (CAFs) -- _g7.4. _tProductivity factors -- _g7.5. _tAnalysing impact factors: a strategy-based alternative -- _g7.6. _tImpact factors: using 'gap' analysis for creating organizational alignment -- _g7.7. _tHelpful pointers -- _g8. _tTurning strategy into action, and measuring outcomes -- _g8.1. _tDeveloping action plans -- _g8.2. _tDeveloping the budget -- _g8.3. _tBudget templates -- _g8.4. _tEstablishing linkages -- _g8.5. _tIn conclusion -- _g9. _tDelivering accountability - finalizing the metrics strategy -- _g9.1. _tDeveloping metrics that matter -- _g9.2. _tAuditing for success -- _g9.3. _tBringing it all together -- _g10. _tWhy data quality can make or break accountability -- _g10.1. _tThe importance of data quality -- _g10.2. _tAre data the weakest link in your marketing strategy? -- _g10.3. _tData and competitive advantage -- _g10.4. _tData literacy -- _g10.5. _tChallenges to data integration -- _g10.6. _tCreating a business case (return on investment) for data quality -- _g10.7. _tCreating insight -- _g10.8. _tTechnology -- _g10.9. _tSuccess factors -- _g10.10. _tIdentifying the cost of poor data quality -- _g10.11. _tData management strategy -- _g10.12. _tWhy an enterprise-wide approach to data management is vital -- _g10.13. _tDeveloping an enterprise-wide information strategy -- _g10.14. _tData governance -- _g11. _tMeasuring the effectiveness of multichannel strategies Hugh Wilson -- _g11.1. _tIntroduction -- _g11.2. _tBreaking down conversion metrics by the buying cycle -- _g11.3. _tTracking cross-channel behaviour -- _g11.4. _tAssessing the overall performance of the route to market -- _g11.5. _tMetrics for the multichannel boardroom -- _g11.6. _tSteering by the stars -- _g12. _tValuing brands David Haigh -- _g12.1. _tIntroduction -- _g12.2. _tIntangible assets: driving corporate value in the 21st century -- _g12.3. _tWhat do we mean by 'brand'? -- _g12.4. _tThe approach to 'brand' and intangible asset valuations -- _g12.5. _tConclusion: financial implications for brands.
588			_aMachine converted from AACR2 source record.
650		0	_aMarketing _xManagement. _9320442
650		0	_aMarketing _xCost effectiveness _9776805
700	1		_aMouncey, Peter, _eauthor. _91060828
907			_a.b11447345 _b11-07-17 _c27-10-15
942			_cB
945			_a658.80072 MCD _g1 _iA433474B _j0 _lcmain _o- _p$66.70 _q- _r- _s- _t0 _u1 _v0 _w0 _x1 _y.i12896305 _z29-10-15
998			_ab _ac _b06-04-16 _cm _da _feng _genk _h0
999			_c1193722 _d1193722