Malcolm McDonald, Peter Mouncey, Stan Maklan

Marketing Value Metrics

A New Metrics Model to Measure Marketing Effectiveness

• Broschiertes Buch

Produktbeschreibung

Measure marketing effectiveness, align marketing activities with corporate strategy and deliver accountability with this metrics model developed at the renowned Cranfield School of Management.

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Produktdetails

• Verlag: Kogan Page Ltd
• 2 Revised edition
• Seitenzahl: 328
• Erscheinungstermin: 28. Oktober 2014
• Englisch
• Abmessung: 244mm x 170mm x 18mm
• Gewicht: 576g
• ISBN-13: 9780749468972
• ISBN-10: 0749468971
• Artikelnr.: 37662242

Autorenporträt

Martin Newman is founder and chairman of a global e-commerce and multi-channel consultancy, Practicology, and a non-executive director for White Stuff. He has headed up multichannel operations for brands including Burberry, Ted Baker and Harrods. He is a global thought leader and advisor to the boards of numerous international brands. Professor Malcolm McDonald is Emeritus Professor at Cranfield and Honorary Professor at Warwick Business School. As Chairman of six companies, McDonald works with the operating boards of some of the world's leading multinationals and has written over 40 books, including the bestseller, Marketing Plans.

Inhaltsangabe

01 Introduction
1.1 Cheerleaders for the demise of the strategic marketing function
1.2 More than a sum of its parts
1.3 Assessing the right things for the future
1.4 A new perspective on the accountability of marketing
1.5 The structure of this book
References
02 Strategic marketing planning - a brief overview
Summary
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
References
03 A three-level marketing accountability framework
Summary
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
Acknowledgement
References
04 A process of Marketing Due Diligence
Summary
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
4.9 Highlighting deficiencies and key risks
4.10 Implications for business
Note
References
05 The Marketing Value Metrics model and process
Summary
5.1 Introduction
5.2 Overview of the Marketing Value Metrics model
5.3 Implementing the Marketing Value Metrics model
5.4 The workshop team
References
06 Segmentation - the basic building block for markets
Summary
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 study
6.6 Segmentation and the Metrics model
Note
References
07 How to become the first choice for the customers you want
Summary
7.1 What are impact factors?
7.2 Qualifying factors
7.3 Critical success factors (CSFs)
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
References
08 Turning strategy into action, and measuring outcomes
Summary
8.1 Developing action plans
8.2 Developing the budget
8.3 Budget templates
8.4 Establishing linkages
8.5 In conclusion
References
09 Delivering accountability - finalizing the metrics strategy
Summary
9.1 Developing metrics that matter
9.2 Auditing for success
9.3 Bringing it all together
References
10 Why data quality can make or break accountability
Summary
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 and Information Systems
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
References
11 Assessing the effectiveness of customer strategies
Stan Maklan and Hugh Wilson, Professor of Strategic Marketing at Cranfield
University School of Management
11.1 Customer relationship management - measures
11.2 Customer satisfaction and experience
11.3 The multichannel challenge
11.4 Breaking down conversion metrics by the buying cycle
11.5 Tracking cross-channel behaviour
11.6 Assessing the overall performance of the route to market
11.7 Metrics for the multichannel boardroom
11.8 Steering by the stars
Notes
References
12 Social media: metrics and measurement
Robert Stratton, Vice President Analytics at MarketShare
Social media: an introduction
12.1 How social media differs from other media channels
12.2 Social media metrics
12.3 Measuring the effects of social media
12.4 Indirect effects
References
13 Assessing the value of market assets
David Haigh, Chairman of Brand Finance and Stan Maklan
13.1 Background
13.2 The limitations of traditional accountancy
13.3 Valuation of market assets
13.4 Brand valuation and sensitivity analysis
References
Appendix 1: Econometrics
Appendix 2: Seven important business questions marketers need to know the
answers to
Index