Engaging marketing in performance measurement

Diana Woodburn (Diana Woodburn is a Visiting Fellow at Cranfield School of Management, Director of Cranfield’s Return on Marketing Investment Club, and Director of Marketing Best Practice, a marketing and management development consultancy. She has been involved in marketing measurement since 1998, when she developed the framework for the Chartered Institute of Marketing’s Benchmarking Assessment (CIMBA), and has recently developed measurement approaches for key account management (KAM) with Cranfield’s” KAM Best Practice Club.)

Measuring Business Excellence

ISSN: 1368-3047

Publication date: 1 December 2004


Marketing has habitually avoided performance measurement, pleading difficulties with quantification of its activities and their outcomes. As a result, in many companies marketing has become marginalized to a straightforward marketing communications, whereas, it should hold a pivotal role in the identification of customer needs, specification of the value sought and demand generation, interpreted in its widest sense. This paper shows how marketing and the rest of the organization should relate to each other in the process of customer and value development and delivery, on which business performance depends. It discusses the importance of marketing in four constituents of performance measurement; resources, processes, products/services and financial performance. The CIMBA model of marketing processes is used to demonstrate that there can be no return on marketing investment without delivery through core operations. The paper concludes that marketing and business performance measurement are indispensable to each other.



Woodburn, D. (2004), "Engaging marketing in performance measurement", Measuring Business Excellence, Vol. 8 No. 4, pp. 63-72. https://doi.org/10.1108/13683040410569424

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