Search results

The purpose of this paper is to discuss the essential components of a brand metrics strategy and application of brand scorecard as an integrated approach to measure the overall performance of brands. Tools for brand performance measurement are integrated by firms into brand measurement systems, with new models for prioritizing the factors of brand influence introduced continuously. Hence, brands need to be periodically measured in terms of the impact on consumers, stimulating market demand, sustaining seasonality effects and exploring opportunities for proliferation.

This paper determines the essential components of a brand metrics strategy conceptualizing the inter‐dependence of “Five‐A” factors which include awareness, acquaintance, association, allegiance and appraisal to measure the performance of brands. The application of a brand scorecard process as an integrated approach to measure the overall performance of brands is also discussed, explaining how different constituents of metrics can be linked to business performance.

Brand metrics are considered to be effective tools for measuring the qualitative parameters of brand performance in a given market and time, allowing the firm to measure the effectiveness of brand‐building activity in reference to brand investment (financial inputs) and brand impact (growth outputs) in the business. It is also argued in the paper that brand management is not just a marketing issue; it also directly affects corporate profitability. Effective brand portfolio management starts by creating a fact base about the equity in each brand and the brand's economic contribution.

An effective brand measurement system helps businesses to understand how the brand is performing with the framework of customer values and against competing brands. This is a simple and effective tool of measuring brand performance in the market woven around the principle of pooling quantitative variables in various combinations in the metrics. It is important for a firm to understand relationships between brand perception, brand performance and financial impact, to work within the brand metrics process.

Application of brand metrics and brand scorecard would be useful for the managers to conduct analysis of brand metrics for mapping yield‐loss score in reference to brands gained versus brands lost. The metrics tools help in measuring the impact of various market drivers such as demand, consumer preferences, retail sales, brand promotion, price sensitivity, product attributes, trial effects and repeat purchase behavior of consumers on the performance of brands.

Brand metrics is a new concept and plays a major role in measuring the performance of brand in the market and applications of brand scorecard helps the process of determining the brand yield.

The objective of this paper is to investigate IMC metrics in the lens of an institution-wide change management process, and to do so, the authors develop and test an organizational data quality enhancement model.

Qualitative research was conducted, with a follow-on quantitative pre-test. A subsequent, larger-scale quantitative survey resulted in a total of 128 responses, 124 useable. A regression analysis was conducted using the factor scores of the six organizational dimensions as independent variables and overall data quality as the dependent variable.

The findings show that overcoming poor IMC data quality requires a corporate culture that reduces cross-functional and departmental divides. The authors also support the idea that horizontally organized learning organizations not only have superior IMC data, but they also achieve higher rates of return on their cross-platform IMC efforts.

The research has limitations in terms of substantive generalizability, since it focuses on one industry within the USA. Future research can expand to other industries and expand to a global setting in order to replicate these findings.

Most improvement seems to be needed in the area of sharing customer data. The findings provide a signal to marketing organizations that want to connect with their customers that data quality must be a strategic priority, with appropriate processes in place to manage data at every touch point.

Research is needed that establishes effective methods for measuring the success of data-driven communication efforts to support management.

How can customer service be so bad in an era when companies collect endless data on customer interactions? The purpose of this paper is to contribute to the important challenge of elevating customer service delivery by providing guidelines for when and how to select optimal measures of customer service measurement using a new decision framework.

The paper uses a comprehensive, multi-dimensional review of extant literature related to customer service, journey mapping and performance measurement and applied a qualitative, taxonomic approach for model development.

A process model and customer journey mapping framework can facilitate the selection and application of appropriate and relevant customer service experience metrics to enhance customer service experience strategies, creation and delivery.

The taxonomy of customer service metrics is limited to current publicly and commercially available metrics. The dynamic nature of the customer service environment necessitates continuous updates of the model and framework.

Selection of customer service performance measures should match relevant stages of the customer journey; use perception-based, operational and outcome-based metrics that track employee and customer behaviours; improve omni-channel measurement; and integrate data-sharing and benchmark measurement initiatives through collaboration with customer service communities.

A reimagined perspective is offered to the complex challenge of measuring and improving customer service, providing a new decision-making framework for customer service experience measurement and guidance for future research.

Integrated marketing communications (IMC) is regarded as an important marketing management issue because of increasingly dynamic market conditions, and the impact that this dynamism is having on the effectiveness of traditional marketing communications tools and planning approaches. IMC relates to me strategic management of marketing communications to achieve superior brand performance. This paper uses that Integrated Marketing Audit (Duncan and Moriarty, 1997) as a mechanism to analyse the degree of integration of marketing communications management and link this to measures of brand performance. The research employs the Australian and New Zealand wine industries as a context to consider this relationship. Analysis suggests that a higher degree of integration in marketing communications management results in better brand performance. As a result, managers of wine brands should consider how to adopt IMC principles and review their management of marketing communications.

Despite many years of academic research into organisational integration and effectiveness, organisations still struggle to successfully implement strategy and achieve competitive advantage. However, the rapid evolution of marketing technologies such as big data, marketing analytics, artificial intelligence and personalised consumer interactions offer potential for an integrated marketing communication technological capability that aligns and integrates an organisation. Programmatic advertising is one such integrated marketing communication (IMC) technology capability, applying and learning from customer information and behaviours to align and integrate organisational activity. The literature on programmatic is embryonic and a conceptual framework that links its potential to organisational effectiveness is timely. This paper aims to develop a framework showing the potential for programmatic advertising as an IMC technology capability to enhance organisational integration and performance.

An exploratory methodology gained insight from 15 depth interviews with senior marketing executives from both organisations and external advertising agencies.

Four elements of a programmatic integrated organisation were identified and aligned with seven marketing activity levers to deliver firm performance measures.

This research contributes to theory, affirming IMC as a capability and positioning programmatic as a means of organisational integration.

The model also offers guidance for practitioners looking to integrate programmatic into their organisation.

To the best of the authors’ knowledge, this is the first paper to look at programmatic from an IMC perspective and as a means of organisational integration. It is also the first to apply Moorman and Day’s (2016) model to explore organisational integration and programmatic, developing a new model, specifically contextualised for programmatic advertising.

This paper aims to elaborate on the concept of “integrated marketing communication (IMC) practice” and provide an empirical exposition of how integration is enacted in the lifeworlds of marketing practitioners, drawing from the “practice turn” in management studies. Although IMC is a well-known conceptual idea in academia, there is insufficient theorisation of what it means “to do” IMC. Despite broad acceptance for IMC, there has been scant application of available organisational and sociological theories to illuminate actual IMC practices in the field.

The paper introduces practice theory as a lens through which to study and analyse IMC practices. Using qualitative coding and interpretative analysis, the framework was operationalised and applied to a two-year organisational ethnography encompassing IMC planning activities in at a leading Swedish retailer.

Findings demonstrate how practitioners develop explicit and implicit strategies to enact strategic integration. The study conceptualises IMC as a set of interrelated practices, or routinised behaviours, which are repeated and organised by some social or formal rules and conventions. In the ethnographic context of the study, “IMC as practice” is exhibited in the forms of routines, material set-ups, rules and procedures, cultural templates and teleoaffective structures.

The paper proposes a novel set of theoretical and methodological tools that can be used to understand how IMC lives as a set of practices inside organisations. It specifically conceptualises the link between mental and objectified, materialised and routinised activities that has previously been escaping the sphere of theorisation. By creating language and tools to capture hitherto unmodellable phenomena, the paper opens many new avenues for future research.

The purpose of this paper is to provide a unique overview of business-to-business (B2B) companies engagement with and strategic approach to use of social media in brand building. This research complements the much more extensive knowledge base regarding social media use in business-to-consumer (B2C) contexts.

Since social media marketing is a relatively new activity for B2B companies an interpretivist stance that is inductive in nature is adopted. Semi-structured interviews were conducted with marketing professionals involved in managing social media programmes in France, Ireland, the UK and the USA.

The study found that the level of enagement with social media marketing varied, as summarised in the B2B Social Media Engagement Taxonomy. Enhancing brand image, extending brand awareness and facilitating customer engagement were the most common social media objectives. There was no evidence to suggest that companies saw social media as heralding a paradigm shift in brand management and control of the kind discussed and experienced in B2C social media contexts. The B2B social media strategy framework is proposed; this identifies the following six components of a social media strategy: monitoring and listening, empowering and enagaging employees, creating compelling content, stimulating electronic word of mouth, evaluating and selecting channels, and enhacning brand presence through integrating social media.

The research contributes to the knowledge base associated with social media marketing by offering insights into and a framework summarising B2B social media strategy.

The purpose of this paper is to explore developments in the field of integrated marketing communication and the changing relevance of its component processes that have implications for marketing managers.

The paper integrates concepts including a range of recently published (1993‐2005) theoretical works, practitioner developments in practice and industry studies.

The paper provides information and action approaches to marketing communicators that may increase the success of their promotional efforts. In addition, the paper provides a useful perspective in the proper use and applications of event marketing. It outlines the benefits of adopting event‐marketing techniques and offers practical suggestions for maximizing their value in the promotion process.

The theoretical concepts that form the foundation of the paper appear to have a significant application to the integrated marketing communications. Some, but not all, have been tested empirically.

This study allows marketing managers to reformulate their marketing communications mix to achieve a more successful promotional process.

This paper describes current trends in event marketing, explores the elements of event marketing and repositions them into an enhanced integrated marketing communications framework. It offers the potential of improving the success of the promotion of products and services in practice, resulting in increasing effectiveness. Moreover, it provides a strategic perspective that is necessary for an effective integrated marketing communications process.

This study aims to propose a set of metrics in order to assess reactivity, dialogic communication and stakeholder engagement (popularity, commitment and virality): stakeholders' mood and social legitimacy on corporate Facebook pages. These metrics can offer a better understanding and measurability of this social media/social network/online communication management tool.

Three theories (dialogic, stakeholders and legitimacy) were considered in the development of these metrics. Empirical evidence was collected from a sample of 314 European companies. Then ten active companies were used to validate the proposed metrics on Facebook.

The constructed set of metrics was found to be valid and efficiently usable according to the principles of the applied theories. Moreover all the proposed metrics could be adapted for such sites as Google+.

Limitations can only be identified within the validation process as the metrics were only applied to ten representative companies from the Eurozone.

The proposed metrics will help users, marketing/PR/communication professionals and company managers to measure their and their competitors' popularity, commitment, virality (metrics which reflect stakeholder engagement), and the mood of stakeholders, and use content analysis in order to measure social legitimacy via CSR information disclosure on Facebook. Thus the online reputation of a company can be practically measured.

This paper is the first proposing metrics to assess stakeholder engagement and social legitimacy on a corporate Facebook page that can be used in both academic and professional circles to a gain a better understanding of corporate online communication via Facebook.

The concept of integrated marketing communication (IMC) has now become an apparently integral part of the marketing and corporate communication strategies of many companies. Here, we seek to capture and evaluate perceptions of IMC derived from advertising and public relations executives who are developing integrated approaches and campaigns – as required and mandated by clients. Over and above this mandate, of course, they also have their own views as to what IMC is, and how it can best be operationalised. We commence the paper by reviewing the now extensive literature in this subject area, before tackling four research questions via an exploratory study within UK advertising and public relations agencies. The findings indicate that while IMC is here to stay – at least for the foreseeable future. Yet, there is still a significant developmental process that many businesses have to undertake. We conclude by suggesting that IMC development now needs to be researched in the domain of business practice. Certainly, more evidence needs to be provided concerning IMC and integrated marketing from within businesses.