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The purpose of this paper is twofold – the first is to explore the key actions that enabled Pizza Hut Korea (PHK) to come out of a nine‐year decline in sales and profits. The second purpose is to delve deeper into the concept of return on marketing as applied to the turnaround of Pizza Hut Korea, using customer lifetime value (LTV) and the related return on marketing investment (ROMI) principles that were instrumental in turning around the business.

The main method used is interviews with company senior management, reviews of internal company data as well as external data and literature reviews of existing theories on return on marketing. The case uses a specific promotional decision that senior management must make to review the decision methodologies using return on marketing. This quantified return estimate is then combined with marketing and business strategic considerations to review the decision that management should make regarding the promotion. In addition, the detailed executive interviews shed light on the approaches taken by the senior management to effect a change in culture as well as the disciplined business reviews that were put in place to improve the financial performance. Finally the case describes the marketing insights that led the firm to implement their consumer promotions to help turn the business around.

Turning around a business that has been in decline for a long time requires not just keen consumer insight and excellent marketing tactics, it is a combination of changing the culture of the company and mindset of the leaders along with instilling disciplined financial processes and driving consumer insight driven strategies. In particular, this study focuses on the role of quantified marketing investment return model that helped to drive a fact‐based, data‐driven decision‐making process that, combined with strategic insight, helped to turn the business around. The lifetime value and return on marketing investment model employed by Pizza Hut Korea provides a starting framework for analyzing marketing investment returns that can be adapted by many other companies.

Though there has been research conducted in many turnaround situations, there has been virtually no work done to examine the turnaround strategies employed using key marketing return metrics. In addition, the study provides value in that it examines the totality of management principles employed (cultural, organizational, financial, marketing) to drive innovation and change. This study will be useful for those that seek to better understand the key principles involved in turning around a business but with particular emphasis on quantified marketing returns analysis using return on marketing investment method.

The purpose of this paper is to explore how the return‐on‐marketing framework and its customer equity drivers (value, brand, and relationship) can be combined with service quality (SERVQUAL) measures to help managers develop strategies for high‐ and low‐ethnocentric Vietnamese customers.

The services literature is employed to propose a framework. The structure of the framework is evaluated from data obtained from self‐administered questionnaires, which are mailed to an automobile firm's customers. To explore the moderating affect of ethnocentrism, the model's proposed relationships and fit statistics are tested by employing multi‐group comparisons (high‐ and low‐ethnocentrism) through structural equation modeling.

Ethnocentrism encourages customers to express loyalty and to spread positive word of mouth about Company X, which is a local automobile manufacturer. High‐ethnocentric customers are also less reactive to Company X's value drivers, including product quality, price, and convenience, than low‐ethnocentric customers. However, high‐ethnocentric customers place greater importance on dealership SERVQUAL than low‐ethnocentric customers.

The findings indicate that Southeast Asian managers should consider consumer ethnocentrism a factor that influences marketing planning, as well as ways they can use the return‐on‐marketing and SERVQUAL frameworks for strategic planning. In addition, managers should understand that ethnocentric customers counterbalance their willingness to forgo product quality with augmented expectations of dealership SERVQUAL.

This paper combines the product‐focused return‐on‐marketing framework with the SERVQUAL‐focused SERVQUAL framework to show how these elements influence consumers' future behavioral intentions under the moderating influence of ethnocentrism.

Marketing value is not an oxymoron. Most, if not all, companies determine strategies and implement them with a common end‐goal—to satisfy customers while maximizing Return on Investment (ROI). It's the whole ballgame. Inning by inning, organizations that are making hefty investments in brand building, marketing, and communication activities want to see measurable returns on those investments.

Ever‐rising marketing budgets are becoming an explosive issue. On advertising alone, companies spend fortunes: Nestlé, $11 billion; Unilever, $8 billion; General Motors, $4.7 billion; Procter & Gamble, $3.8 billion; Sony, $3.4 billion; and Coca‐Cola, $1.7 billion. With no end in sight to escalating marketing outlays, many executives are asking two questions: “Is our company spending the right amount on marketing?” and “Are we spending it in the right places and on the right activities?” To get more bang for your buck, the authors suggest setting aside the first question and focusing on the second.

In this article, the authors explore the limitations of current approaches to setting marketing budgets and then outline five factors that should drive how companies allocate their marketing budgets, namely: the profitability that new revenue from a business unit or product would generate; the responsiveness of customers to marketing; the revenue growth potential of a market; the marketing responses of competitors; and the degree to which a particular type of investment builds longer‐term growth in addition to near‐term impact.

The new approach described in this article produces four main benefits: It provides a more objective, factual basis for determining annual marketing budgets; it improves the quality of discussions and decisions around marketing allocations; it can be applied at all levels throughout the organization; and it can identify the new marketing capabilities a company needs.

The article offers a new, simpler approach to thinking about marketing allocation that helps big companies shift their marketing budget debate from “how many dollars to spend altogether?” to “where to spend those dollars?” While companies should continue their quest to answer the first question with rigor, until they get there, answering the second question can create substantial value.

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.

The present study seeks to outline the role of marketing automation (MA) in measuring the return on marketing activities and the challenges associated with reaching accountability in marketing.

To investigate the objective of the study, the authors adopted a qualitative approach, conducting an exploratory study among ten key informants located in Portugal.

Based on the results of the qualitative analysis, a conceptual framework is proposed, which includes both strategic- and operational-level factors with the goal of creating a value-based agenda. In this agenda, executives such as the Chief Marketing Officer emerge as value creators, fostering business scalability, and further arguments are provided to justify budget allocation to MA activities.

Through careful research of the elements that characterize the phenomenon under study, the present paper ultimately contributes to a better understanding of MA and accountability within the current business paradigm.

This paper reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

There is no shortage of opinions about how to determine returns on marketing investments – ROI. First, there is the question of which ROI numbers to use as, for example, one poll found that marketers have 27 ways to define leads. There are also few company‐wide standards, let alone industry standards.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

The paper aims to describe the purpose and objectives of research being carried out by a Cranfield School of Management forum – the Return on Marketing Investment Best Practice Research Club (RoMI) – into measuring marketing's performance, during which a model has been developed – the RoMI framework.

The paper shows the model as a whole and then discusses each element individually, in terms of the nature and role of each of them.

The paper finds that in many companies market segmentation is non‐existent or only dimly recognised rather than utilised, or has no external validity. It contends that, if companies could develop an appropriate framework of relevant measurements and systematically collect and capture data within the framework, then business cases for marketing activity could be built and considered in a more objective and informed manner. It claims that the RoMi Club model presented her provides a framework of measurements tailored to fit the needs of each company.

The paper provides interested companies with an explanation of the research approach, so that they can give it some thought while the field research takes place.

Pharmaceutical companies' marketing strategies have traditionally targeted only physicians and, more recently, consumers. The purpose of this paper is to explore the role of the pharmacist as prescriber, influencer, switcher, and dispenser of pharmaceutical drugs in one developing country, Egypt.

The authors surveyed pharmacists in Cairo, Egypt. The pharmacists were asked to estimate the percentages of patients who came in with a prescription, with only a box or a recommendation for a medicine and with only symptoms, and whether he/she switched the patient to another medicine. Pharmacies were classified as to the social class of the pharmacy neighborhoods. Cluster analysis was used to further classify pharmacists as “Influencers” and “Non‐influencers”.

Overall the pharmacists influence 39 percent of all purchase decisions for pharmaceuticals with higher levels of influence in lower social class neighborhoods. Approximately one out of four pharmacists was classified as an Influencer.

In developing countries, the pharmacist plays a key role in which medicines patients ultimately purchase. Marketing activities directed toward the pharmacist may provide an important opportunity to maximize the pharmaceutical firms' return on marketing investment.

Few studies have looked at the marketing of pharmaceutical drugs in developing countries. This paper is unique in that it examines the role of the pharmacist in these markets, thus providing an important addition to the understanding of the challenges to the industry in these countries and important implications for pharmaceutical marketing strategies.