What drives managerial Use of marketing and financial metrics and does metric use affect performance of marketing-mix activities

Mintz, O; Currim, IS

What drives managerial Use of marketing and financial metrics and does metric use affect performance of marketing-mix activities

Mintz, O

Currim, IS

Permalink

Publisher:: SAGE PUBLICATIONS INC
Publication Type:: Journal Article
Citation:: Journal of Marketing, 2013, 77, (2), pp. 17-40
Issue Date:: 2013-01-01

Closed Access

	Filename	Description	Size
	MC Metrics w title page.docx	Accepted version	204.37 kB	Unknown	View/Open

Copyright Clearance Process

Recently Added
In Progress
Closed Access

This item is closed access and not available.

Full metadata record

Field	Value	Language
dc.contributor.author	Mintz, O https://orcid.org/0000-0003-0512-4283
dc.contributor.author	Currim, IS
dc.date.accessioned	2023-01-16T07:43:31Z
dc.date.available	2023-01-16T07:43:31Z
dc.date.issued	2013-01-01
dc.identifier.citation	Journal of Marketing, 2013, 77, (2), pp. 17-40
dc.identifier.issn	0022-2429
dc.identifier.issn	1547-7185
dc.identifier.uri	http://hdl.handle.net/10453/165031
dc.description.abstract	To increase marketing's accountability, Journal of Marketing, Marketing Science Institute, and the Institute for the Study of Business Markets have advocated development of marketing metrics and linking marketing-mix activities with financial metrics. Although the marketing field has made progress, researchers have paid less attention to what drives managerial use of marketing and financial metrics and whether metric use is associated with marketing-mix performance. The authors propose a conceptual model that links firm strategy, metric orientation, type of marketing-mix activity, and managerial, firm, and environmental characteristics to marketing and financial metric use, which in turn are linked to performance of marketing-mix activities. An analysis of 1287 marketing-mix activities reported by 439 U.S. managers reveals that firm strategy, metric orientation, type of marketing-mix activity, and firm and environmental characteristics are more useful than managerial characteristics in explaining use of marketing and financial metrics and that use of metrics is positively associated with marketing-mix performance. The results help identify conditions under which managers use fewer metrics and how metric use can be increased to improve marketing-mix performance. © 2013, American Marketing Association.
dc.language	English
dc.publisher	SAGE PUBLICATIONS INC
dc.relation.ispartof	Journal of Marketing
dc.relation.isbasedon	10.1509/jm.11.0463
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject	1505 Marketing, 1506 Tourism
dc.subject.classification	Marketing
dc.title	What drives managerial Use of marketing and financial metrics and does metric use affect performance of marketing-mix activities
dc.type	Journal Article
utslib.citation.volume	77
utslib.for	1505 Marketing
utslib.for	1506 Tourism
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Marketing Discipline
utslib.copyright.status	closed_access	*
dc.date.updated	2023-01-16T07:43:29Z
pubs.issue	2
pubs.publication-status	Published
pubs.volume	77
utslib.citation.issue	2

Abstract:

To increase marketing's accountability, Journal of Marketing, Marketing Science Institute, and the Institute for the Study of Business Markets have advocated development of marketing metrics and linking marketing-mix activities with financial metrics. Although the marketing field has made progress, researchers have paid less attention to what drives managerial use of marketing and financial metrics and whether metric use is associated with marketing-mix performance. The authors propose a conceptual model that links firm strategy, metric orientation, type of marketing-mix activity, and managerial, firm, and environmental characteristics to marketing and financial metric use, which in turn are linked to performance of marketing-mix activities. An analysis of 1287 marketing-mix activities reported by 439 U.S. managers reveals that firm strategy, metric orientation, type of marketing-mix activity, and firm and environmental characteristics are more useful than managerial characteristics in explaining use of marketing and financial metrics and that use of metrics is positively associated with marketing-mix performance. The results help identify conditions under which managers use fewer metrics and how metric use can be increased to improve marketing-mix performance. © 2013, American Marketing Association.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/165031