An integrative marketing channel performance measurement framework
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Michael J. Valos is a senior lecturer in Marketing at Deakin University, Melbourne. He has a PhD in strategy implementation. His research interests include CRM and the role of marketing research in strategic decision making.
Andrea Vocino is Associate Lecturer in Marketing at Deakin University and PhD candidate in the Department of Marketing, Monash University, Melbourne, Australia. His thesis is on the relationships between store names and product brand names as brand signals.
Keywords strategy implementation, marketing channels, strategic control, performance measurement, marketing metrics Abstract This paper proposes a number of channel performance measurement research propositions. The paper reviews the strategy implementation, strategic control, marketing metrics, marketing channels and performance measurement literature to develop a conceptual model and research propositions. Current channel performance measurement guidelines are too generic for marketing managers and too reliant on financial measures. The introduction of contextual variables such as strategy, culture and manager’s personality may provide measures more useful for an individual company’s context and requirements. The alignment of channel measures with business strategy should result in more effective and efficient use of channel resources. Journal of Database Marketing & Customer Strategy Management (2006) 14, 17–28. doi:10.1057/palgrave.dbm.3250037
Michael J. Valos Faculty of Business and Law Bowater School of Management & Marketing Deakin University, 221 Burwood Highway Burwood Vic. 3125 Australia Tel: + 61 3 924 46168 Fax: + 61 3 925 17083 E-mail: michael.valos@ deakin.edu.au
INTRODUCTION Recent research into strategy implementation is damning in its findings. ‘The reality is that traditional (marketing) implementation approaches have failed’.1,2 Similarly in the October 1999 issue of the Journal of Marketing, Noble and Mokwa3,4 wrote, ‘[Marketing] Implementation […] is a critical link between formulation of marketing strategies and the achievement of superior organizational performance […]. Yet, the nature of implementation and reasons for success or failure are understood poorly’. According to Yeniyurt5, the marketing field is now giving high priority to
developing marketing metrics. The role of marketing channels is to implement marketing strategy. The difficulty of channel strategy is compounded by the emergence of e-channels and the need to integrate e-channels into traditional or ‘bricks and mortar’ channels.6 Ambler et al.7 contend that metrics usage is substantially moderated by (a company’s) size and sector. The authors suggest that ‘larger firms use more metrics and the needs of retail, for example, are different from those in the consumer goods sector’.8 A fundamental proposition in marketing strategy is that distribution channels must
© 2006 Palgrave Macmillan Ltd 1741-2439 $30.00 Vol. 14, 1, 17–28 Database Marketing & Customer Strategy Management www.palgrave-journals.com/dbm
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be aligned with custom
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