One of the greatest challenges for marketing professionals is to “probate” the results of their activity in terms of financial numbers. To do so, a simplistic approach that might still be in use in organizations which lack an accurate performance measurement system is looking into the value of sales. Fair enough, marketing efforts should, in the end, lead to selling as much as possible. Brand building, image construction, client relationship optimization and all other marketing directions aim, in the end, at generating sales.
The series of blog posts on Marketing Performance Measurement continues in 2010 with an insight on sales force management, as part of the front-end facet of the marketing process. Sales force and sales channel management is a crucial part of marketing, especially when dealing with a push approach towards the marketplace.
At macro level, marketing performance appraisals focus on customers as a whole, on how they perceive the brand, what knowledge they have about it, the level of their satisfaction and how they respond to various marketing efforts (advertising, pricing strategies etc.).
It is widely known that the pricing strategy is one of the core elements of marketing. Dr. Philip Kotler, the father or modern marketing, considers it of the four Ps within the Marketing Mix.
In a previous post (“Marketing performance: measuring brand equity“) we have reviewed the concept of brand equity and the various methodologies suggested by practitioners and academics for measuring it. Today’s blog post aims to clarify several brand dimensions used in measuring performance in branding.
