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Abstract

A Condensed Guide to
Marketing Accountability for CEOs
September 2013

“Marketing’s ultimate goal: delivering sustainable demand generation in
every market, globally.”
Marketing and communications represent a large
proportion of business investment. Yet research by
the Fournaise Marketing Group (WARC 2012) shows
that a surprising number of CEOs don’t understand
what they are getting for their marketing and
communications money.
Although performance of other parts of the business
is routinely quantified, comprehension of marketing
performance remains problematic.
Yet marketing performance can be as accountable
as any other business function. It is not difficult and
it is not expensive but it requires system thinking,
the right data and a consistent process.
Accountability requires little more than uniform
measurement of all marketing activities using the

same scale for all your brands, in all your markets,
time after time.
In this publication we show you what is necessary to
make Marketing accountable.
In Section 1 we describe the “big picture” marketing
problem and argue for system thinking. Section
2 details data requirements, and Section 3 closes
with the process essentials for accountability.
Each section describes the fundamental
principles and then describes how Integration’s
Market ContactAudit (MCA) System (Integration
2013) satisfies them. The MCA System assures
understanding
of
fundamental
marketing
performance and provides tools to improve it –
internally and versus competition.

Visit the Integration Website to download a free copy of the Guide

Management Accountability Essentials
1. System Thinking: The whole is more important
than any part.
2. Compulsory practice: Evidence-based
management is impossible without it.
3. Comprehensive process: All functional
activities are equally evaluated for their
contribution.
4. On-going practice: Periodic evaluation to
understand performance trends.
5. Universal practice: All stakeholders and
markets are evaluated on the same scale.
6. Operational process: Clearly defined
procedures and requirements for all.
7. Technical & Empirical process: Knowledge
derived from experience.

www.integration-imc.com

Markgravelei, 2018 Antwerpen, Belgium

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Accountability in Marketing - Abstract for CEOs

  • 1. Abstract A Condensed Guide to Marketing Accountability for CEOs September 2013 “Marketing’s ultimate goal: delivering sustainable demand generation in every market, globally.” Marketing and communications represent a large proportion of business investment. Yet research by the Fournaise Marketing Group (WARC 2012) shows that a surprising number of CEOs don’t understand what they are getting for their marketing and communications money. Although performance of other parts of the business is routinely quantified, comprehension of marketing performance remains problematic. Yet marketing performance can be as accountable as any other business function. It is not difficult and it is not expensive but it requires system thinking, the right data and a consistent process. Accountability requires little more than uniform measurement of all marketing activities using the same scale for all your brands, in all your markets, time after time. In this publication we show you what is necessary to make Marketing accountable. In Section 1 we describe the “big picture” marketing problem and argue for system thinking. Section 2 details data requirements, and Section 3 closes with the process essentials for accountability. Each section describes the fundamental principles and then describes how Integration’s Market ContactAudit (MCA) System (Integration 2013) satisfies them. The MCA System assures understanding of fundamental marketing performance and provides tools to improve it – internally and versus competition. Visit the Integration Website to download a free copy of the Guide Management Accountability Essentials 1. System Thinking: The whole is more important than any part. 2. Compulsory practice: Evidence-based management is impossible without it. 3. Comprehensive process: All functional activities are equally evaluated for their contribution. 4. On-going practice: Periodic evaluation to understand performance trends. 5. Universal practice: All stakeholders and markets are evaluated on the same scale. 6. Operational process: Clearly defined procedures and requirements for all. 7. Technical & Empirical process: Knowledge derived from experience. www.integration-imc.com Markgravelei, 2018 Antwerpen, Belgium