Marketing performance measurement: A model of organisational and behavioural factors

Abstract

Performance measurement and analysis has been a major concern in marketing and remains a vital issue in many companies. However, specialised literature has devoted much more attention to the choice of metrics to be used than to the identification and description of mechanisms through which the effectiveness of the process can be improved. These mechanisms are more managerial than technical in nature and include the set of rules, policies and structures allowing management to ensure that strategies are in place and objectives are monitored and achieved. When deployed, they assist in coordinating activities and aligning interests to maximise the value of measurement.
Addressing the preceding topic, this work proposes a theory-based model aimed at helping professionals to overcome some of the internal barriers that hamper the design and proper functioning of a marketing performance evaluation system. The model is composed of six organisational and behavioural factors: marketing strategy, marketing capabilities, organisational context, measurement focus, measurement integration and interactivity, and organisational structure.