Marketing productivity, marketing audits, and systems for marketing performance assessment: integrating multiple perspectives

By Neil A. Morgan, Bruce H. Clark, Richard A. Gooner. 2002

323 citations recorded by the source corpus.

Abstract Responding to competitive pressures and financial realities long familiar to other functional managers and academics, corporate shareholders, senior managers, and the Marketing Science Institute have identified marketing metrics and marketing performance measures as top research priorities. However, marketing academics have only recently begun to re-focus on this important research domain. Historically, marketing productivity analysis and the marketing audit concept have dominated approaches to assessing marketing performance. We suggest that both approaches have been fundamentally limited in terms of conceptualization and implementation, but that within each approach are the seeds of a more useful, holistic approach to marketing performance assessment (MPA). Two distinct MPA system approaches are necessary to integrate past efforts, extend our existing knowledge base, and aid management practice — normative and contextual MPA systems. We review past approaches and integrate these with more recent theoretical advances to develop conceptual models of both types of MPA systems and consider their implications for management practice and academic research.

Subfields: Management of Technology and Innovation, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5694edea98eb468bf4a47cf75b3e2dfe0843bff7

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In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Benchmarking Marketing Capabilities for Sustainable Competitive Advantage (2005, methodology): “Our marketing capability measures also provide a starting point for benchmarking search efforts that may be useful in firms’ monitoring of their capabilities compared with those of competitors and peers and with their own prior performance (Day and Wensley 1988; Morgan, Clark, and Gooner 2002).”
Learning orientation and market orientation: relationship with innovation, human resource practices and performance (2005, result): “Subsequent and more recent work has validated the merits of this “balanced” approach to measuring performance ( Morgan et al. , 2002”
The Value of Different Customer Satisfaction and Loyalty Metrics in Predicting Business Performance (2006, background): “…marketing control systems that select suitable criteria for setting and communicating marketing goals (e.g., Rust et al. 2004b), track appropriate indicators to evaluate marketing performance (e.g., Morgan et al. 2002), and take early corrective action where necessary (e.g., Fornell 1992).”