Marketing and the Bottom Line (Financial Times Series)

Description

"The subject is critically important and Ambler's ideas are provocative."                                                                                           Philip Kotler " Far and away the best book for a senior manager who is interested in understanding marketing's impact on his or her organization."                                                     Journal of Marketing, January 04 Marketing really isn't different, and it really isn't impossible to measure. It’s an investment. Unless you can measure its impact, you're wasting your money. Select the right metrics for your company and ensure a regular assessment of marketing by top management in order to keep performance on track. Here, for the first time, is a book that explains the "why" as well as the "what" and the "how" of marketing metrics. How much attention does your board give to the sources of cash flow? Perhaps what gets measured is not always what gets done but it's a start. This book explains the reasons for regular marketing assessment by the whole board, key marketplace metrics, and assessing the firm's state of innovation health. Improved marketing requires employees to change what they do, and the way that they do it.  Most companies don't have a clear picture of their marketing performance. Now is the time to see what you are doing. Clarity of goals and assessment of performance separate the professional from the amateur; and only the professionals win.  "It is time that marketing stood up and was counted. Literally. This book is the enabler.  It's not full of prescriptive rules. Instead it poses questions to ask, suggests possible measurements to make and details experiences from real companies. It does not suffer from consultant speak and is grounded in the reality of the struggle to "make marketing accountable. It is important for the future of marketing."                                                                                        Market Leader  "A blue print for the marketer to impress his or her boss in how to measure the value of their efforts.  Numbers haven't been so much fun for a long time. Buy this book."                                                                                            Brand Republic  "Marketers need to be far more accountable, and this book shows them not just how to provide measures of success but also how to achieve top management consensus about marketing investment. "  Ken Bishop, Director of Marketing, IBM UK "This is a succinct, witty and mould-breaking book on a very important topic.  It should be read by all senior managers and marketers." Professor Hugh Davidson, Cranfield School of Management "This book is a big step forward in assessing marketing impact - an area which is short of regular performance management."  Sir John Egan, CBI   Cover Marketing and the bottom line Contents Acknowledgements Foreword to the first edition Foreword to the second edition Executive summary Metrics top tables Is your metrics system good enough? How marketing generates cash flow Three basic criteria for assessment The challenge of more complex brand architectures Sector issues Executive minutes Notes Brand equity is an elephant If brand equity is so big,why can’t the CEO see it? Different perspectives of brand equity Brand valuation is at best only part of the measurement issue Current approaches to brand equity measurement Why marketing is not making its case at CEO level How should you measure the elephant? Executive minutes Notes Financial fallacies Maximizing the ROI on marketing The dangers of brand valuation Customer lifetime value in theory and practice Shareholder value analysis Using financial techniques in marketing Executive minutes Notes Metrics evolution: How did we get where we are? The five stages of marketing performance assessment Selecting the business units for marketing performance assessment Frequency of assessment Alignment of goals, brand market segments and metrics Executive minutes Notes A practical methodology for choosing the right external metrics Defining the brand and customer segments The general approach The tailored approach Merging the two Executive minutes Notes Using metrics to improve innovation performance The market gap myth The roots of market-driving innovation Strategic leadership is the key driver Clearing the decks: streamlining process Culture Deriving a shortlist of innovation health metrics Executive minutes Notes Employee-based brand equity The increasing recognition of internal branding in the USA and Europe Employee buy-in The link between company performance and employee attitudes The unitary brand and business unit situation The multi-brand situation Can business units be consolidated? Executive minutes Notes Brand transparency Balance sheets Historical data versus expectations of the future The arguments for more and for less disclosure Investor relations Assessing which metrics should be disclosed Executive minutes Notes Assessing the performance of the marketing mix General process Advertising Web/internet and direct marketing Events and public relations Loyalty programmes CRM and customer service Sales promotions New product development Modelling the marketing mix Executive minutes Notes Getting the right metrics to the top table Auditing the company’s marketing information needs The reality of data supply Alignment Packaging metrics for the Exec Executive minutes Notes The fuzzy future Misusing measurement Shedding the old The need for misalignment Executive minutes Notes A marketing glossary for UK public companies’ annual reports Further sources Explanatory notes Sources and further reading Recommendations for marketing disclosures in companies’ annual reports to shareholders Note Supplement to innovation health metrics (Chapter 6) Concerns with the metrics long list and alternatives Discarded innovation health metrics Long list of innovation health metrics Note Index