Achieving Accountable Marketing: Six Critical Value Levers Must Be Pulled
Published 2/2/2009
Author: Michael Dunn
Michael Dunn is Chairman and CEO of Prophet, a global consultancy that helps senior management more effectively use brand, marketing, and innovation to drive profitable growth. This article is adapted from one that appeared in the November 2008 issue of Absatzwirtschaft, and is based on aspects of Dunn’s forthcoming book, The Marketing Accountability Imperative, to be published in 2009 by Jossey Bass.
Summary
Senior management continues to dial up the pressure on marketers to demonstrate a strong return on investment. They’re demanding higher levels of accountability and seeking assurance that every penny spent is helping to drive both top- and bottom-line business growth.
Marketers must respond by demonstrating disciplined planning, rigorous tracking and evaluation, and, above all, continuous improvement in performance. They also must be able to link spending cause and effect, quickly diagnose the root causes of any spending performance issues, and make timely, fact-driven decisions to improve returns.
In short, the pressure’s on to achieve marketing performance that is both efficient and effective. Call it accountable marketing performance, a goal that can best be met when six dimensions — or “value levers” — are applied properly. The following describes each and the roles they play in driving optimal marketing performance.
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