Metrics-Driven Climate and Metrics-Based Activities as an Organizational Processes to Complement MPM system in the Firm

We have learned that the marketing performance measurement (hereinafter MPM) does matter from the growing accumulation of the recent research. Marketing needs an appropriate set of metrics to plan, check and correct their marketing actions. How can then the use of MPM can be radicated in the organization? Although marketing research stream have developed marketing metrics and linked metric use to firm performance, there is little understanding of what promotes the use of marketing metrics in an organization. We observe many cases where the metrics cannot be well rooted in the organization because of the cultural resistance, irrelevance to the actual marketing activities, and the departmental conflict. We search into the organizational factors which help the use of MPM to be rooted in the firm. Our research investigates the factors that promote the use of marketing metrics in an organization. As antecedents of marketing metrics use, we consider two aspects of organization, objective aspect and subjective aspect. As objective organization aspect, comprehensiveness of marketing performance measurement system (hereinafter CMPMS) is thought to be a crucial antecedent of marketing metrics use. We also focus on employees’ subjective environment—the organizational climate, which is defined as employees’ shared perceptions. Our basic hypothesis are as follows: firstly, CMPMS has a positive influence on metrics-based marketing activities; second, a metrics-driven climate has a positive influence on metrics-based marketing activities; third, metrics-based marketing activities have a positive influence on marketing-mix activity performance. Our research used survey data collected from 824 managers with marketing-related responsibilities. The data was analyzed using structural equation modelling to test a conceptual model grounded in the marketing metrics and organizational climate literature. Through its examination of the model, this paper demonstrates that, in addition to the presence of comprehensive marketing performance measures, a metrics-driven organizational climate and metrics-based marketing activities are key mechanisms that accentuate the use of marketing metrics in an organization. Our results demonstrate that a marketing metrics-driven climate is significantly related to metrics-based marketing activities, and that metrics-based marketing activities have a significantly positive influence on marketing mix performance. In contrast, the comprehensiveness of marketing performance measurement exhibits a significantly negative influence on metrics-based marketing activities, but has a direct, positive effect on marketing mix activity performance

Performance measures of net-enabled hypercompetitive industries: the case of tourism

This paper investigates the theory and practise of e-metrics. It examines the tourism sector as one of the most successful sectors on-line and identifies best practice in the industry. Qualitative research with top e-Marketing executives demonstrates the usage and satisfaction levels from current e-metrics deployment, selection of e-metrics for ROI calculation as well as intention of new e-metrics implementation and future trends and developments. This paper concludes that tourism organizations gradually realise the value of e-measurement and are willing to implement e-metrics to enable them evaluate the effectiveness of their planning processes and assess their results against their short and the long term objectives

Metrics for Destination Marketing in An Era of Interactive Marketing

Destination marketing has shifted from one-to-many and one-one to completely interactive communication, and therefore requires new metrics which reflect the immersive nature of marketing interactivity. These metrics include traditional quantifiable outcomes such as awareness, brand position, and product purchase but, because of the transformation of destination marketing, must include a range of new metrics which reflect the social structure of the Internet. This paper proposes a number of metrics that destination marketing organizations should use to evaluate the effectiveness of their marketing efforts

Utilising content marketing metrics and social networks for academic visibility

There are numerous assumptions on research evaluation in terms of quality and relevance of academic contributions. Researchers are becoming increasingly acquainted with bibliometric indicators, including; citation analysis, impact factor, h-index, webometrics and academic social networking sites. In this light, this chapter presents a review of these concepts as it considers relevant theoretical underpinnings that are related to the content marketing of scholars. Therefore, this contribution critically evaluates previous papers that revolve on the subject of academic reputation as it deliberates on the individual researchers’ personal branding. It also explains how metrics are currently being used to rank the academic standing of journals as well as higher educational institutions. In a nutshell, this chapter implies that the scholarly impact depends on a number of factors including accessibility of publications, peer review of academic work as well as social networking among scholars.peer-reviewe

Mergers Simulation and Demand Analysis for the U.S. Carbonated Soft Drink Industry

Replaced with revised version of paper on 09/29/09. Former title: Mergers, Price Competition for the U.S. Carbonated Soft Drink Industrydistance metrics, demand, merger simulation, Agribusiness, Industrial Organization, Marketing, L13, C14,

CONTENT MARKETING METRICS: THEORETICAL ASPECTS AND EMPIRICAL EVIDENCE

In recent years both practitioners and academics have shown an increasing interest in Content Marketing and in the metrics to measure its impact on firm performance. However the literature remains fragmented. In attempting to fill the gap, this paper has two main objectives. Firstly, we review the existing literature on content marketing and the main metrics used. Secondly, we analyse the degree of use and effectiveness of content marketing strategy and metrics, on a sample of 235 Italian firms

Exploring rationales for branding a university: Should we be seeking to measure branding in UK universities?

Although branding is now widespread among UK universities, the application of branding principles in the higher education sector is comparatively recent and may be controversial for internal audiences who question its suitability and efficiency. This paper seeks to investigate how and whether the effectiveness of branding activity in the higher education sector should be evaluated and measured, through exploratory interviews with those who often drive it; UK University marketing professionals. Conclusions suggest that university branding is inherently complex and therefore application of commercial approaches may be over simplistic. Whilst marketing professionals discuss challenges they do not necessarily have a consistent view of the objectives of branding activity although all were able to clearly articulate branding objectives for their university, including both qualitative and, to some extent, quantitative metrics. Some measures of the real value of branding activity are therefore suggested but a key debate is perhaps whether the objectives and role of branding in higher education needs to be clarified, and a more consistent view of appropriate metrics reached? Various challenges in implementing branding approaches are also highlighted

Brand Metrics: A Tool to Measure Performance

An increasing interest in the continuous evaluation of brand performance has been observed in both managers and academics over recent past using metrics approach. This paper discusses the essential components of a brand metrics strategy and application of brand scorecard as an integrated approach to measure the overall performance of brands. The discussion delineates the process as how different constituents of metrics can be linked to business performance. It has also been 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.Brand performance, brand measurement, brand scorecard, performance metrics, brand variability, risk management, brand experience