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Article
Publication date: 16 August 2023

António Pimenta da Gama

Marketing professionals are under pressure to implement methods and metrics that demonstrate the value of the function. This paper aims to propose a model to measure marketing

Abstract

Purpose

Marketing professionals are under pressure to implement methods and metrics that demonstrate the value of the function. This paper aims to propose a model to measure marketing performance, focusing on four categories of metrics and two types of factors that influence the effectiveness of the assessment process.

Design/methodology/approach

The paper is organized in three parts. The first part includes a synthesis of the theoretical background on the subject. Next, the rationale and architecture of the model are presented, together with an explanation of the elements that compose it. A reflection on the work developed is presented in the last section.

Findings

Benefits regarding how to best assess marketing practice are considerable, as organizations with effective performance measurement systems tend to show better results than others. In this context, the choice of metrics is important, but it is also necessary to understand the mechanisms through which the effectiveness of the measurement process can be improved.

Originality/value

Literature has mainly focused attention on the effect of individual programs on specific measures or on conceptual models that do not sufficiently address all major elements in the marketing assessment process. This work extends previous contributions on the subject, presenting a model that combines metrics with factors underlying the measurement process.

Details

Journal of Business Strategy, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 29 February 2020

Xiaoning Liang and Yuhui Gao

Driven by the growing pressure to justify the contributions of marketing activities, marketers have shown considerable interest in improving their marketing performance measurement

2018

Abstract

Purpose

Driven by the growing pressure to justify the contributions of marketing activities, marketers have shown considerable interest in improving their marketing performance measurement systems (MPMSs). The purpose of this study is to examine the neglected mediating effect of marketing capabilities on the MPMS–firm performance relationship and to focus on specific aspects of MPMSs that have been largely omitted in the prior research, namely, the comprehensiveness and uses of MPMSs.

Design/methodology/approach

A survey was conducted with marketing and senior managers from 210 Irish-based companies. The proposed research model was tested by using the SPSS Process macro and structural equation modeling in AMOS 24.

Findings

The three characteristics of MPMSs influence firm performance in different manners: while the diagnostic use of MPMSs hinders the development of market-linking capability and thus negatively influences firm performance; the comprehensiveness of MPMSs positively influences firm performance through its impact on architectural marketing capability; and the interactive use of MPMSs via externally focused learning and market-linking capabilities.

Research limitations/implications

Although this study used objective firm performance data to validate subjective data, the use of single-informant and self-reported measures may still be a concern, as the strong relationships between variables may be because of single-informant bias.

Practical implications

This study provides insights into how companies can use a comprehensive MPMS to cultivate specific crucial marketing capabilities and thereby enhance firm performance.

Originality/value

This study contributes to the marketing performance measurement literature by proposing and empirically validating the mediating effect of marketing capabilities on the MPMS–firm performance relationship.

Article
Publication date: 10 April 2017

Francesca Magno, Fabio Cassia and Attilio Bruni

The purpose of this paper is to assess whether travel agencies that implement comprehensive marketing performance assessment systems (MPASs) enjoy superior overall performance

1196

Abstract

Purpose

The purpose of this paper is to assess whether travel agencies that implement comprehensive marketing performance assessment systems (MPASs) enjoy superior overall performance. Drawing on the knowledge-based view, the authors propose and test a model demonstrating that the relationship between MPASs and overall performance is fully mediated by the depth of market-related knowledge absorbed by the travel agency.

Design/methodology/approach

A survey was administered to a sample of Italian travel agencies; 171 complete questionnaires were received. The suggested relationships were assessed using a covariance-based structural equation modeling approach, including the estimation of both the measurement model and the structural model.

Findings

The findings indicate that the implementation of sophisticated MPASs has a significant and positive effect on performance and that this relationship is fully mediated by the depth of market-related knowledge absorbed by the travel agency. In addition, the results highlight that the number of marketing metrics monitored by the travel agency has no effect on its performance.

Research limitations/implications

The specific features of the travel agency sector in Italy include a remarkable level of fragmentation. The cross-sectional design does not permit an assessment of the medium-term effects of the adoption of an MPAS.

Practical implications

Travel agencies selecting proactive marketing strategies can particularly benefit from the adoption of sophisticated MPASs. Suggestions are provided to assist managers in designing their MPAS.

Originality/value

This study enriches the field’s knowledge about marketing performance measurement and proactive marketing strategies, and indicates that the implementation of well-designed MPASs improves a firm’s overall performance. It also explains the knowledge-related processes that produce this positive effect.

Details

International Journal of Contemporary Hospitality Management, vol. 29 no. 4
Type: Research Article
ISSN: 0959-6119

Keywords

Book part
Publication date: 28 June 2016

Jan van Helden and Christoph Reichard

An examination of the commonalities and differences between performance management practices in the public and private sector.

Abstract

Purpose

An examination of the commonalities and differences between performance management practices in the public and private sector.

Methodology/approach

A literature review of 100 publications in international academic journals over the last 20 years.

Findings

The chapter develops a framework which links the dimensions of the public/private-distinction (ownership, funding, control and type of goals) to the design and use of performance management systems (PMS). This framework subsequently informs a literature review, which can be summarised as follows: Multi-dimensionality of the PMS is core in both public and private sector organisations, but quite many private sector papers point to a financial focus at the top of the PMS, while public sector organisations show a broad variety of performance indicators, including those on societally relevant goals. In addition, a link between the PMS and strategies can be found in the public and the private sector, but the match between different strategies and PMS design is more elaborated in the private sector. These findings are largely in accordance with our expectations. The review also finds support for the assumption that performance information in public sector organisations is primarily used for external accountability reasons, while internal managerial control is the main purpose in private firms. The use of performance information is quite intensive and mostly functional in both sectors, which does not meet our expectations. Overall, the differences between performance management practices in the public and private sector are less stringent than expected.

Research limitations

Due to limited evidence about the importance of performance-related pay systems and no evidence about targeting in both sectors, a more focused literature review on these issues would be desirable.

Practical implications

Mutual learning between both sectors, for example the public sector can learn from the private sector on how to link strategy to the PMS and the private sector can learn from the public sector about serving a multitude of stakeholders in the PMS.

Originality/value

A comprehensive review of performance management practices in the public and private sector.

Details

Performance Measurement and Management Control: Contemporary Issues
Type: Book
ISBN: 978-1-78560-915-2

Keywords

Article
Publication date: 8 February 2019

Babak Taheri, Umit Bititci, Martin Joseph Gannon and Renzo Cordina

This study aims to examine how comprehensive performance measurement systems (CPMS) influence entrepreneurial orientation, market-focussed learning (MFL) and employees’…

1432

Abstract

Purpose

This study aims to examine how comprehensive performance measurement systems (CPMS) influence entrepreneurial orientation, market-focussed learning (MFL) and employees’ perceptions of firm performance within a service-provision context. It also considers the moderating effect of low and high levels of perceived market-turbulence (low-turbulence environments [LMT] vs highly turbulent environments [HMT]) on the relationships between these concepts.

Design/methodology/approach

PLS-SEM was used to test the hypothesised relationships using survey responses from 198 employees of a leading multi-branch travel agency in Iran.

Findings

The findings demonstrate that CPMS positively influence MFL and, in doing so, have a positive effect on perceptions of firm performance. However, the findings also suggest that CPMS negatively influence entrepreneurial orientation, and therefore can also negatively influence perceptions of firm performance. Further, the relationships between CPMS, entrepreneurial orientation, MFL and firm performance are stronger for HMT when compared to LMT for all relationships.

Practical implications

Industry managers should adapt their CPMS to include measures specific to intra-organisational entrepreneurship and innovation and should pursue greater understanding of changing customer preferences.

Originality/value

This study highlights the importance of MFL as a means of avoiding the negative impact of underdeveloped market research on performance in the turbulent Iranian context. Contrary to previous literature, it provides an example of how CPMS can negatively influence entrepreneurial orientation in such environments.

Details

International Journal of Contemporary Hospitality Management, vol. 31 no. 3
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 27 April 2023

Xiaoning Liang, Johanna Frösén and Yuhui Gao

Despite the availability of many metrics and tools for marketing performance measurement, the way in which firms use their marketing metrics remains underexplored. This study aims…

Abstract

Purpose

Despite the availability of many metrics and tools for marketing performance measurement, the way in which firms use their marketing metrics remains underexplored. This study aims to address this gap by empirically establishing the differing effects of the diagnostic and interactive uses of marketing metrics on firms’ market-sensing capability, contingent on competitive intensity and focus on market-related metrics.

Design/methodology/approach

This study builds on survey data collected from 210 Irish-based firms, complemented by 21 in-depth interviews with business managers. Survey data are analysed using regression analysis.

Findings

This study finds that firms using marketing metrics interactively to communicate organizational focus are better able to sense their markets, especially under high competition. The authors observe a positive impact of the interactive use of metrics on market-sensing capability, but a U-shaped impact of their diagnostic use, the magnitudes of which further depend on competitive intensity and firms’ focus on market-related metrics.

Research limitations/implications

This study provides a nuanced view of marketing performance measurement (MPM) practices within firms, particularly focussing on diagnostic versus interactive uses of marketing metrics. It also sheds further light on how two diverse uses of marketing metrics – diagnostic and interactive uses – influence a firm’s market-sensing capability. Moreover, the identification of boundary conditions also contributes to the discussion of contextuality in MPM, highlighting the importance of aligning a firm’s uses of marketing metrics with its business environment.

Practical implications

This study provides novel insights into how diverse uses of marketing metrics may benefit firms. The differing effects of diagnostic and interactive uses of marketing metrics on market sensing highlight a primary need for developing the latter and for using the former only with caution. It establishes that all firms would equally benefit from an interactive use of marketing metrics that is pivotal to improving their ability to anticipate, detect and sense market changes.

Originality/value

This study provides novel understanding of the role of marketing metric uses in firms’ market-sensing capability and contributes to the discussion of contextuality in marketing performance measurement. It highlights the importance of aligning a firm’s use of marketing metrics with its business environment.

Article
Publication date: 27 August 2020

Bruce Clark

This study aims to examine the effects of marketing dashboards on resource allocation between exploratory and exploitative activities. It proposes that tactical dashboards will…

1129

Abstract

Purpose

This study aims to examine the effects of marketing dashboards on resource allocation between exploratory and exploitative activities. It proposes that tactical dashboards will lead managers to place less emphasis on exploratory activities and more emphasis on exploitative activities – with performance consequences – but that these effects will be contingent on the information and decision-making environment.

Design/methodology/approach

Study hypotheses were tested using an experiment tracking objective decisions over five periods in the Markstrat simulation. A total of 105 firms, each managed by a team of Master of Business Administration students, were divided into 2 dashboard conditions and a control condition.

Findings

Teams given a tactical dashboard were less likely to engage in exploratory activities when information load was high. Tactical dashboards also suppressed exploration early in the simulation. Dashboards were associated with negative firm performance overall.

Research implications/limitations

The research suggests that dashboards can bias resource allocation, but the effects are contingent on the information and decision-making environment. Dashboards demonstrated a negative relationship with performance. The research lacked cognitive process measures and was limited to a single simulated industry type.

Practical implications

Dashboards are not a panacea for decision-making and performance and will need to change under changing conditions. Executives should build flexibility into the design and use of their dashboards and periodically audit the value the dashboard produces.

Originality/value

While widespread in marketing practice, dashboards have received little study and none involving decision-making over time and changing conditions. This research advances on limited existing work by examining objective causal effects.

Details

European Journal of Marketing, vol. 55 no. 1
Type: Research Article
ISSN: 0309-0566

Keywords

Open Access
Article
Publication date: 8 December 2021

Daniel Espinosa Sáez, Paola Andrea Ortiz-Rendón and José Luis Munuera Alemán

This paper aims to examine the relationship between control mechanisms and marketing performance based on a sample of marketing managers. To that end, this paper focuses on the…

2858

Abstract

Purpose

This paper aims to examine the relationship between control mechanisms and marketing performance based on a sample of marketing managers. To that end, this paper focuses on the relationship between the types of controls used in marketing and the market and business results.

Methodology

This study collected the data through a survey among marketing professionals with experience and decision-making capacity involving marketing budgets and plans, in practical terms a sample of 97 marketing managers and analyzed the data via a structural equation model using Smart PLS 3.

Findings

The findings confirm that marketing control mechanisms have a significant impact on business results, demonstrating the relationship of formal controls with market results and the relationship between informal controls with financial results. Likewise, the authors were able to prove that there is a relationship between formal and informal control.

Practical implications

The implementation of the control mechanisms should be based on the development of a detailed evaluation system of the activities carried out by the marketing employees and an analysis of their capabilities and abilities. In addition, managers should integrate formal control decisions into their marketing strategy to improve organizational results.

Originality

The results of this study help explain the relationship between marketing control mechanisms and organizational results and allow to understand what the level of influence is that marketing control mechanisms have on market and financial results.

Objetivo

Examinar la relación entre los mecanismos de control y los resultados a partir de una muestra de directores de marketing. Con ese fin, el documento se centra en la relación entre los tipos de controles utilizados en marketing y los resultados de mercado y financieros.

Metodología

Los datos fueron recolectados a través de una encuesta entre profesionales del marketing con experiencia y capacidad de toma de decisiones sobre presupuestos y planes de marketing. Contando con una muestra de 97 gerentes de marketing. Los datos se analizaron mediante un modelo de ecuación estructural (SEM) utilizando Smart PLS 3.

Hallazgos

Se confirma el impacto significativo de los mecanismos de control de marketing sobre los resultados organizacionales, demostrando la relación del control formal con los resultados de mercado, y la relación entre el control informal con los resultados financieros. Asimismo, se pudo comprobar que existe una relación entre el control formal e informal.

Originalidad

Los resultados ayudan a explicar la relación entre los mecanismos de control de marketing y los resultados organizacionales, y permiten comprender cuál es el nivel de influencia que tienen los mecanismos de control de marketing sobre los resultados de mercado y los financieros.

Implicaciones prácticas

La implementación de los mecanismos de control debe basarse en el desarrollo de un sistema de evaluación detallado de las actividades realizadas por los empleados de marketing y un análisis de sus capacidades y habilidades. Además, los gerentes deben integrar las decisiones de control formal en su estrategia de marketing para mejorar los resultados organizacionales.

Palabras clave

Control formal, Control informal, Resultados de mercado, Resultados financieros, Departamento de marketing, Calidad del producto, Cobertura de mercado, Precio relativo, Valor de la marca, Lealtad, Marketing digital

Tipo de artículo – Trabajo de investigacion

目的

基于对营销经理的抽样调查, 研究控制机制与营销业绩之间的关系。为此, 本文着重研究了市场营销中使用的控制类型与市场和经营结果之间的关系。

设计/方法/途径

我们通过对具有涉及营销预算和计划的经验和决策能力的营销专业人员的调查来收集数据, 实际上是对97名营销经理的抽样调查, 并通过使用Smart PLS 3的结构方程模型(SEM)来分析数据。

研究结果

研究结果证实, 营销控制机制对商业结果有重大影响, 证明了正式控制与市场结果的关系, 以及非正式控制与财务结果的关系。同样, 我们也能够证明正式控制和非正式控制之间存在着关系。

原创性/价值

本研究的结果有助于解释营销控制机制与组织结果之间的关系, 使我们能够了解营销控制机制对市场和财务结果的影响程度如何。

实践意义

控制机制的实施应该建立在对营销员工所进行的活动制定详细的评估体系, 以及对他们的能力和水平进行分析的基础上。此外, 管理者应将正式的控制决策纳入其营销战略, 以提高组织结果。

关键词

正式控制;非正式控制;市场结果;财务结果;营销部门;产品质量;市场覆盖率;相对价格;品牌价值;忠诚度;数字营销

纸张类型 – 研究论文

Article
Publication date: 14 November 2016

Michael T. Krush, Raj Agnihotri and Kevin J. Trainor

This paper aims to focus on the value of marketing dashboards, a key area of interest for scholars and practitioners. This study examines two critical outcomes of marketing

5968

Abstract

Purpose

This paper aims to focus on the value of marketing dashboards, a key area of interest for scholars and practitioners. This study examines two critical outcomes of marketing dashboards: marketing strategy implementation speed and market information management capability. Additionally, the research analyzes the impact of the firm’s internal structure on the relationship between marketing dashboards and the outcomes.

Design/methodology/approach

A conceptual model grounded in the knowledge-based view of the firm is tested. The research uses survey data collected from marketing professionals employed within business-to-business firms. Data from the key informants are analyzed using structural equation modeling.

Findings

The results demonstrate that marketing dashboards are significantly related to marketing strategy implementation speed and market information management capability. Centralization exhibits a negative moderating effect, and formalization exhibits a positive moderating effect on the relationship between marketing dashboards and marketing strategy implementation speed. Marketing strategy implementation speed and market information management capability are related to market performance.

Originality/value

Through the examination of main and moderating relationships, this paper demonstrates that marketing strategy implementation speed and market information management capability are key integration mechanisms that leverage the marketing dashboard resources.

Details

European Journal of Marketing, vol. 50 no. 12
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 14 November 2016

Johanna Frösén and Henrikki Tikkanen

The study investigates the development of three key strategic marketing constructs – market orientation, marketing-related business process capabilities and marketing performance

1531

Abstract

Purpose

The study investigates the development of three key strategic marketing constructs – market orientation, marketing-related business process capabilities and marketing performance measurement – as well as their performance implications over a period of six years in a Nordic setting. The aim of the study is to shed light on recent developments in contemporary strategic marketing, and thereby to identify managerially relevant points of focus for the future.

Design/methodology/approach

The study builds on a national-level survey study conducted among Finnish companies of various sizes representing different industries and market positions in 2008, 2010, 2012 and 2014. The data capture the development of strategic marketing over the most recent business cycle, from the upturn to the financial crisis of late 2008, the following downturn and the recent tentative recovery.

Findings

The findings shed light on the changing role of the three key strategic marketing constructs over the years. Particularly, the study supports the recent notion that market orientation is no longer a differentiator, but a standard. Furthermore, the study sheds light on the varying role of marketing-related business process capabilities over the changing business cycle. Finally, the study shows that marketing performance measurement maintains its beneficial impact on firm performance across years and across the business cycle.

Practical implications

By investigating recent developments in the field of strategic marketing, taking into account the changing business cycle and the broader trends and developments in the field, this study provides insights for managers of both product and service businesses on how to better adjust their marketing efforts to the contemporary business environment and its economic development.

Originality/value

To the best of the authors’ knowledge, this is the first comprehensive study on a national level that longitudinally investigates the role and impact of the three key strategic marketing constructs, with a particular focus on their relative performance impact over time.

Details

European Journal of Marketing, vol. 50 no. 12
Type: Research Article
ISSN: 0309-0566

Keywords

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