Marketing Performance Measurement Systems: Does Comprehensiveness Really Improve Performance?

Abstract

Comprehensive performance measurement systems such as the balanced scorecard have received considerable attention in marketing. However, whether and under which circumstances comprehensiveness as a performance measurement system property is desirable and contributes to firm performance is still a subject of debate in research and practice. To address this issue, the authors use dyadic field data from marketing managers and management accounting executives and extend prior work by developing and testing a more complex, contingency-based model. The empirical results confirm the developed framework. In particular, the results show that the relationship of comprehensiveness in a marketing performance measurement system to firm performance is conditional. Marketing alignment and market-based knowledge mediate this relationship, depending on marketing strategy, marketing complexity, and market dynamism. These insights explain mixed findings of previous research and provide important implications for research and managerial practice.

Mediating effect of marketing capability and reward philosophy in the relationship between entrepreneurial orientation and firm performance

“…As marketing and other activities have no strict job division, the employee compensation can be associated with reward for marketing capability indicates to greater accountability in marketing management (Homburg et al, 2012).…”

What Counts versus what can be Counted: The Complex Interplay of Market Orientation and Marketing Performance Measurement

“…Another fairly obvious explanation is that our model is relatively parsimonious. Moreover, it is common for cross-industry studies such as ours to reflect lower explanatory power (Homburg, Artz, and Wieseke 2012). Finally, it is noteworthy that the performance measure used is based on firms' objective financial performance (from financial statements) rather than self-reported business performance.…”

“…These categories have a close theoretical relation to the MO construct; from a functional perspective, customer attitude metrics aim to generate similar knowledge as a firm's customer orientation, whereas competitor metrics have a similar relationship with competitor orientation. Finally, financial performance forms an essential criterion of MO (Narver and Slater 1990), and to capture the full "chain of marketing productivity" (Rust et al 2004), nonfinancial metrics need to be linked to financial metrics (Homburg, Artz, and Wieseke 2012).…”

Rinkodaros programų optimizavimo metodinių prielaidų analizė

“…Komercinė rinkodara intensyvėja, verslo subjektai ieško naujų efektyvesnių priemonių vartotojams paveikti (Brooks, Simkin 2012). Dėsninga, kad daugelis įmonių didina rinkodaros biudžetus, o tyrimai patvirtina, kad tokios paskirties santykinė lėšų dalis verslo sąnaudose didėja vis sparčiau (Homburg et al 2012).…”