DETERMINING THE RIGHT MARKETING-RELATED METRICS TO MAXIMIZE PROFITABILITY IN BANKING

Year 2018, Volume: 7 Issue: 1, 44 - 63, 30.03.2018

Cagla Burcin Akdogan Nimet Uray Burc Ulengin

https://doi.org/10.17261/Pressacademia.2018.794

Abstract

Purpose - Securing a sustainable competitive advantage is
crucial in today’s highly turbulent market environment. One of the requirements
for achieving this objective is understanding the interrelationships between
marketing activities and business performance through the use of a suitable
method of marketing performance assessment. Accordingly, the purpose of this study
is to propose a model that can be used to assess the business performance of
banks from the perspective of marketing resources, marketing activities and
customer-based brand equity.

Methodology - The study employs panel data derived from the banking
industry in Turkey. The model is tested using panel data regression with the
EViews 9 program for short-term and long-term perspectives.

Findings - The analyses show that the business performance of
banks is affected by marketing resources, marketing activities and
customer-based equity with variable impacts affecting short-term and long-term
outlooks.  

Conclusion - Marketing performance assessment is a key requirement for creating the
most effective marketing strategy and that can be done by determining how
marketing-related factors impact business performance. Rather than only
examining the impact of a marketing mix, marketing performance assessments need to employ a comprehensive
approach by also including investigations of the effects of marketing related
resources and customer-based indicators on business performance.  

Keywords

Marketing performance, panel data, profitability, banking

References

• Aaker, D. A. (1991). Managing Brand Equity. New York: The Free Press.
• AMA. (1959). Analyzing and Improving Marketing Performance (Management Report No. 32.) New York: American Management Association.
• Ambler, T. (2003). Marketing and the Bottom Line. London: FT Prentice Hall.
• Ambler, T., Bhattacharya, C. B., Edell, J., Keller, K. L., Lemon, K. N., and Mittal, V. (2002). Relating brand and customer perspectives on marketing management. Journal of Service Research, 5 (August), 13-25.
• Ambler, T. and Kokkinaki, F. (1997). Measures of marketing success. Journal of Marketing Management, 13, 665-678.
• Ambler, T., Kokkinaki, F., and Puntoni, S. (2004). Assessing marketing performance: reasons for metrics selection. Journal of Marketing Management, 20 (3/4), 475–498.
• Amit, R. and Shoemaker, P. J. H. (1993). Strategic assets and organizational rents. Strategic Management Journal, 14 (1), 33–46.
• Argyris, C. and Schon, D. A. (1978). Organizational learning: a theory of action perspective. MA: Addison-Wesley.
• Baker, W. E. and Sinkula, J. M. (1999). The synergistic effect of market orientation and learning orientation on organizational performance. Journal of the Academy of marketing Science, 27 (4), 411-427.
• Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17 (1), 99-120.
• Bennett, R. (2007). The use of marketing metrics by British fundraising charities: a survey of current practice. Journal of Marketing Management, 23 (9), 959-989.
• Bhargava, M, Dubelaar, C., and Ramaswami, S. (1994). Reconciling diverse measures of performance: a conceptual framework and a test of methodology. Journal of Business Research, 31, 235- 246.
• Bodell, L. and Earle, C. (2004). The yin and yang of marketing measurement: four principles of innovation. Interactive Marketing, 6 (2), 130140.
• Bonoma T. V. (1985). The Marketing Edge: Making Strategies Work. New York: Free Press.
• Boulding, W., Lee, F., and Staelin, R. (1994). Mastering the mix: do advertising, promotion, and sales force activities lead to differentiation? Journal of Marketing Research, 31 (May), 159-172.
• Brownlie, D. T. (1993). The marketing audit: a metrology and explanation. Marketing Intelligence and Planning, 11 (1), 4-13.
• Capella, I and Seckely, W. (1978). The marketing audit: methods, problems and perspectives. Akron Business and Economic Review, Fall, 37-41.
• Chendall, R. H. and Langfield-Smith, K. 2007. Multiple perspectives of performance measures, European Management Journal, 25 (4), 266282.
• Clark, B. H. (1999). Marketing performance measures: history and interrelationships. Journal of Marketing Management, 15 (8), 711–732.
• Clark, B. H., Abela, A. V., and Ambler, T. (2004). Return on Measurement: Relating Marketing Metrics Practices to Firm Performance. Paper presented at American Marketing Association Summer Educators’ Conference, Boston, August 6–9.
• Clark, B. H., Abela, A. V., and Ambler, T. (2006). An information processing model of marketing performance measurement. Journal of Marketing Theory and Practice, 14 (3), 191-208.
• Crisp, R. (1959). Auditing the functional elements of a marketing operation. Analyzing and improving marketing performance (Report No. 32). New York: American Management Association.
• Crittenden, V. L. and Crittenden, W. F. (2008). Building a capable organization: The eight levers of strategy implementation. Business Horizons, 51 (3), 301–309.
• Day, E. (1989). Share of heart: what it is and how can it be measured?. Journal of Consumer Marketing, 6 (1), pp. 5-12.
• Day, G. S. and Fahey, L. (1988). Valuing market strategies. Journal of Marketing, 52 (3), 45-57.
• Day G. S. and Nedungadi P. (1994). Managerial representations of competitive advantage. Journal of Marketing, 58 (2), 31– 44.
• Day, G. S. and Wensley, R. (1988). Assessing advantage: a framework for diagnosing competitive superiority. Journal of Marketing, 52 (2), 120.
• Dekimpe, M. G. and Hanssens, D. M. (1995). The persistence of marketing effects on sales. Marketing Science, 14 (1), 1-21.
• Dekimpe, M. G. and Hanssens, D. M. (1999). Sustained spending and persistent response: a new look at long-term marketing profitability. Journal of Marketing Research, 36 (4), 397-412.
• Dekimpe, M.G., Franses, P.H., Hanssens, D.M. and Naik, P.A. (2006). Time-Series Models in Marketing, ERIM Report Series Research in Management (ERS-2006-049-MKT), Erasmus Research Institute of Management.
• Doyle, P. (2000a). Value-Based Marketing. Chichester, UK: John Wiley and Sons.
• Farquhar, P. H. (1989). Managing Brand Equity. Marketing Research, 1 (September), 24-33.
• Feder, R. A. (1965). How to measure marketing performance. Harvard Business Review, 43 (May/June), 132-142.
• Fishbein, M. and Ajzen, I. (1975). Belief, Attitude, Intention, and Behavior: An Introduction to Theory and Research. Addison-Wesley, Reading, MA.
• Foster G, Gupta M. (1994). Marketing, cost management and management accounting. Journal of Management Accounting Research, 6, 43–77.
• Frösén, J., Tikkanen, H., Jaakkola, M., and Vassinen, A. (2013). Marketing performance assessment systems and the business context. European Journal of Marketing, 47 (5/6), 715-737.
• Gamble, J., Gilmore, A., McCartan-Quinn, D., and Durkan, P. (2011). The Marketing concept in the 21st century: a review of how marketing has been defined since the 1960s. The Marketing Review, 11 (3), 227-248.
• Gao, Y. and Liang, X. (2016). Marketing Metrics Practices: Insights from Irish Firms. Proceedings of the European Marketing Academy Conference. Oslo, Norway, May 24-27.
• Gupta, S. and Zeithaml, V. (2006). Customer metrics and their impact on financial performance. Marketing Science, 25 (6), 718-739.
• Hamel, G. and Prahalad, C. K. (1994). Competing for the future. Boston: Harvard Business School Press.
• Hanssens, D. M., Parsons, L. J., and Schultz, R. L. (1990). Market Response Models: Econometric and Time Series Analysis. Boston: Kluwer Academic Publishers.
• Hanssens, D.M., Pauwels, K.H., Srinivasan, S., Vanhuele, M., and Yildirim, G. (2014). Consumer attitude metrics for guiding marketing mix decisions. Marketing Science, 33 (4), 534-550.
• Herremans I. M., Ryans J. K. (1995). The Case for better measurement and reporting of marketing performance. Business Horizons, 38 (5), 51-61
• Homburg, C., Artz, M., and J. Wieseke. (2012). Marketing performance measurement systems: does comprehensiveness really improve performance? Journal of Marketing, 76 (2), 56-77.
• Homburg, C., Grozdanovic, M., and Klarmann, M. (2007). Responsiveness to customers and competitors: the role of affective and cognitive organizational systems. Journal of Marketing (71) 3, 18-38.
• Hooley, G., Broderick, A. and Möller, K. (1998). Competitive positioning and the resource-based view of the firm. Journal of Strategic Marketing, 6 (2), 97–115.
• Hooley, G., Greenley, G., Fahy, J. and Cadogan, J. (2001). Market focused resources, competitive positioning and firm performance. Journal of Marketing Management, 17 (5/6), 503–520.
• Hooley, G. and Saunders, J. A. (1993). Competitive positioning: the key to market success. London: Prentice Hall International.
• Huber, G. P. (1991). Organizational learning: the contributing processes and the literatures. Organization Science, 2 (1), 88-115.
• Jaworski, B.J. and Kohli, A.K. (1993). Market orientation: antecedents and consequences. Journal of Marketing, 57 (3), 53-70.
• Joshi, A. and Hanssens, D. (2004). Advertising spending and market capitalization. Working Paper, UCLA Anderson School of Management.
• Katsikeas C.S., Morgan, N.A., Leonidou L.C., and Hult G.M. (2016). Assessing performance outcomes in marketing. Journal of Marketing, 80 (2), 1-20.
• Keller, K. L. (1993). Conceptualizing, measuring, and managing customer-based equity. Journal of Marketing, 57 (1), 1-22.
• Keller, K. L. (1998). Strategic Brand Management. Upper Saddle River, NJ: Prentice-Hall.
• Keller, K. L., and Lehmann, D. R. (2003). How do brands create value?. Marketing Management, 12 (3), 26-31.
• Kokkinaki, F. and Ambler, T. (1999). Marketing performance assessment: an exploratory investigation into current practice and the role of firm orientation. (Working Paper No. 99-114) Cambridge, MA: Marketing Science Institute.
• Kotler, P. (1971). Marketing Decision Making: A Model Building Approach. New York: Holt, Reinhart and Winston, Inc.
• Kotler, P. (1977). From sales obsession to marketing effectiveness. Harvard Business Review, 55 (Nov/Dec), 67– 75.
• Kotler, P. (2003). Marketing Insights from A to Z: 80 Concepts Every Manager Neds to Know. John Wiles and Sons.
• Kotler, P., Gregor, W. and Rodgers W. (1977). The marketing audit comes of age. Sloan Management Review, 18 (2), 25-43.
• Kumar, V. (1994). Forecasting performance of market share models: an assessment, additional insights, and guidelines. International Journal of Forecasting, 10, 295-312.
• Lamberti, L. and Noci, G. (2010). Marketing strategy and marketing performance measurement system: exploring the relationship. European Management Journal, 28 (2), 139-152.
• Lehmann, D. (2004). Metrics for making marketing matter. Journal of Marketing, 68 (October), 73-75.
• Mantrala, M., Sinha, P., and Zoltners, A. (1992). Impact of resource allocation rules on marketing investment-level decisions and profitability. Journal of Marketing Research, 29 (May), 162-175.
• Menon, A. and Varadarajan, P.R. (1992). A model of marketing knowledge in use within firms. Journal of Marketing, 56 (October), 53-71.
• Mintz, O. and Currim, I. S. (2013). What drives managerial use of marketing and financial metrics and does metric use affect performance of marketing-mix activities? Journal of Marketing, 77, 17-40.
• Misterek S. D. A., Dooley K. J., and Anderson J. C. (1992). Productivity as a performance measure. International Journal of Operations and Production Management, 12 (1), 29-45.
• Morgan, N. A. (2012). Marketing and business performance. Journal of the Academy of Marketing Science, 40 (1), 102-119.
• Morgan, N. A., Clark, B. H., and Gooner, R. (2002). Marketing productivity, marketing audits, and systems for marketing performance assessment: integrating multiple perspectives, Journal of Business Research, 55(5), 363-375.
• Murphy, G. B., Trailer, J. W., and Hill, R. C. (1996). Measuring performance in entrepreneurship research. Journal of Business Research, 36, 15-23.
• Narver, J. C. and Slater, S. F. (1990). The effect of market orientation on business profitability. Journal of Marketing, 54 (4), 20-35.
• O’Sullivan, D. and Abela, A.V. (2007). Marketing performance measurement ability and firm performance. Journal of Marketing, 71 (2), 79– 93.
• O’Sullivan, D., Abela, A., and Hutchinson, M. (2009). Marketing performance measurement and firm performance: evidence from the European high-technology sector. European Journal of Marketing, 43 (5/6), 843–862.
• Oliver, R. L. (1999). Whence consumer loyalty? Journal of Marketing, 63 (Special Issue), 33-44.
• Ouchi, W. G. (1979). A conceptual framework for the design of organizational control. Management Science, 25 (September), 833-848.
• Oxenfeldt, A. (1966). Executive Action in Marketing. Helmont, CA: Wadsworth Publishing.
• Pauwels, K. (2004). How dynamic consumer response, competitor response, company support, and company inertia shape long-term marketing effectiveness. Marketing Science, 23 (4), 596-610.
• Pauwels, K., Silva-Risso, J., Srinivasan, S. and Hanssens, D. (2004). New products, sales promotions, and firm value: the case of the automobile industry. Journal of Marketing, 68 (4), 142-156.
• performance: a conceptual framework and a test of methodology. Journal of Business
• Peteraf, M.A. (1993). The cornerstones of competitive advantage: a resource-based view. Strategic Management Journal, 14 (2), 179-191.
• Petersen, J., McAlister, L., Reibstein, D., Winer, R., Kumar, V., and Atkinson, G. (2009). Choosing the right metrics to maximize profitability and shareholder value. Journal of Retailing, 85 (1), 95-111.
• Pimenta da Gama, A. (2011). An expanded model of marketing. Marketing Intelligence and Planning, 29 (7), 643-661.
• Pitta, D. (2007). Building brand equity and share of heart at Nassau Valley Vineyards. Journal of Product and Brand Management, 16 (2), 148-151.
• Pitta, D. A., and Franzak, F. J. (2008). Foundations for building share of heart in global brands. The Journal of Product and Brand Management, 17 (2), 64–72.
• Powell, G.R. (2002). Return on marketing investment. Albuquerque, NM: RPI Press.
• Rao, R. K. S. and Bharadwaj, N. (2008). Marketing initiatives, expected cash flows, and shareholders’ wealth. Journal of Marketing, 72 (1), 16-26.
• Richardson P. R. and Gordon J. R. M. (1980). Measuring total manufacturing performance. Sloan Management Review, 21 (2), 47-58.
• Rothe J. T, Harvey M. G., and Jackson, C.E. (1997). The marketing audit: five decades later. Journal of Marketing Theory and Practice, 5 (3), 1-16.
• Rust, R. T., Ambler. T., Carpenter, G.S., Kumar, V. and Srivastava, R.K. (2004a). Measuring marketing productivity: current knowledge and future directions. Journal of Marketing, 68 (4), 76-89.
• Rust, R. T., Lemon, K. N., and Zeithaml, V. A. (2004b). Return on Marketing: Using Customer Equity to Focus Marketing Strategy. Journal of Marketing, 68, 109-127.
• Rust, R. T., Zeithaml, V. A. and Lemon, K. N. (2000). Driving customer equity: how customer lifetime value is reshaping corporate strategy. New York: The Free Press.
• Sessions, R. (1959). What a soundly conducted marketing audit can accomplish. Analyzing and improving marketing performance (Report No. 32). New York: American Management Association.
• Sevin, C. H. (1965). Marketing Productivity Analysis. New York, NY: McGraw-Hill.
• Shuchman, A. (1959). The marketing audit: its nature, purposes, and problems. In A. Newgarden, E.R. Bailey (Eds.), Analyzing and Improving Marketing Performance: Marketing Audits in Theory and Practice (Vol. 31, pp. 11-19). New York, NY: American Management Association.
• Sink D.S. (1985). Productivity Management Planning: Measurement and Evaluation, Control and Improvement. New York: Wiley.
• Slater, S. F. (1995). Issues in conducting marketing strategy research. Journal of Strategic Marketing, 3 (4), 257-270.
• Slotegraaf, R. J. and Pauwels, K. (2008). The impact of brand equity and innovation on the long-term effectiveness of promotions. Journal of Marketing Research, 45 (3), 293-306.
• Smith, D. C. and Park, C. W. (1992). The effects of brand extensions on market share and advertising efficiency. Journal of Marketing Research, 29 (August), 296-313
• Srinivasan S., Vanhuele M., and Pauwels, K. (2010). Mind-set metrics in market response models: an integrative approach. Journal of Marketing Research, 47 (4), 672-684.
• Srinivasan, S. and Hanssens, D. M. (2009). Marketing and firm value: metrics, methods, findings, and future directions. Journal of Marketing Research, 46 (3), 293-312.
• Srinivasan, S., Pauwels, K., Silva-Risso, J., and Hanssens, D.M. (2008). Product Innovations, Advertising and Stock Returns. Journal of Marketing, 73, 24-43.
• Srivastava, R. and Shocker, A. D. (1991). Brand equity: a perspective on its meaning and measurement. Working Paper Series (Report No. 91-124). Cambridge, MA: Marketing Science Institute.
• Srivastava, R. K., Shervani, T. A., and Fahey, L. (1998). Market-based assets and shareholder value: a framework for analysis. Journal of Marketing, 62 (1), 2-18.
• Srivastava, R. K., Shervani, T. A., and Fahey, L. (1999). Marketing, business processes, and shareholder value: an organizationally embedded view of marketing activities and the discipline of marketing. Journal of Marketing, 63 (Special Issue), 168-179.
• Stahl, F., Heitmann, M., Lehmann, D., and Neslin, S. A. (2012). The impact of brand equity on customer acquisition, retention, and profit margin. Journal of Marketing, 76 (4), 44-63.
• Stewart D. W. (2008). Contributing to the bottom line: marketing productivity, effectiveness and accountability. Journal of Advertising Research, 48 (1), 1–12.
• Stewart, D. W. (2009). Marketing accountability: linking marketing actions to financial results. Journal of Business Research, 62 (6), 636643.
• Taylor, A. (2002). Driving customer satisfaction, fore thought. Harvard Business Review, 80 (July), 24-25.
• Van Bruggen, G. H. Smidts, A., and Wierenga, B. (1998). Improving decision making by means of a marketing decision support system. Management Science, 44 (5), 645-658.
• Vargo, S. L. and Lusch, R. F. (2004). Evolving to a new dominant logic for marketing. Journal of Marketing, 68 (1), 1-17.
• Venkatesan, R. and Kumar, V. (2004). A customer life-time value framework for customer selection and resource allocation strategy. Journal of Marketing, 68 (October), 106-125.
• Verhoef P. C and Leeflang P. S. H. (2009). Understanding the marketing department's influence within the firm. Journal of Marketing 7 (March), 14–37.
• Walker, O. C. and Ruekert, R. W. (1987). Marketing's role in the implementation of business strategies: a critical review and conceptual framework. Journal of Marketing, 51 (3), 15-33.
• Webster, F. W. (1994). Market-driven management. New York: John Wiley and Sons.
• Webster, F. E., Malter, A. J., and Ganesan, S. (2005). The decline and dispersion of marketing competence. MIT Sloan Management Review, 46 (4), 35-43.
• Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5 (2), 171–180.
• Wilson, M. (1980). The Management of Marketing. Westmead, England: Gower.
• Yoo, S. and Hanssens, D. M. (2004). The impact of marketing on customer equity: from relationship marketing to product marketing (Working Paper), UCLA Anderson School of Management.
• Zeithaml, V. A. (1988). Consumer perceptions of price, quality, and value: a means-end model and synthesis of evidence. Journal of Marketing, 52 (July), 2-22.