Remember Me
Or use your Academic/Social account:


Or use your Academic/Social account:


You have just completed your registration at OpenAire.

Before you can login to the site, you will need to activate your account. An e-mail will be sent to you with the proper instructions.


Please note that this site is currently undergoing Beta testing.
Any new content you create is not guaranteed to be present to the final version of the site upon release.

Thank you for your patience,
OpenAire Dev Team.

Close This Message


Verify Password:
Verify E-mail:
*All Fields Are Required.
Please Verify You Are Human:
fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Frösén, Johanna; Tikkanen, Henrikki; Jaakkola, Matti; Vassinen, Antti (2013)
Languages: English
Types: Article
Purpose ‐ This study provides empirical evidence for the contextuality of marketing performance assessment (MPA) systems. It aims to introduce a taxonomical classification of MPA profiles based on the relative emphasis placed on different dimensions of marketing performance in different companies and business contexts. Design/methodology/approach ‐ The data used in this study (n=1,157) were collected using a web-based questionnaire, targeted to top managers in Finnish companies. Two multivariate data analysis techniques were used to address the research questions. First, dimensions of marketing performance underlying the current MPA systems were identified through factor analysis. Second, a taxonomy of different profiles of marketing performance measurement was created by clustering respondents based on the relative emphasis placed on the dimensions and characterizing them vis-á-vis contextual factors. Findings ‐ The study identifies nine broad dimensions of marketing performance that underlie the MPA systems in use and five MPA profiles typical of companies of varying sizes in varying industries, market life cycle stages, and competitive positions associated with varying levels of market orientation and business performance. The findings support the previously conceptual notion of contextuality in MPA and provide empirical evidence for the factors that affect MPA systems in practice. Originality/value ‐ The paper presents the first field study of current MPA systems focusing on combinations of metrics in use. The findings of the study provide empirical support for the contextuality of MPA and form a classification of existing contextual systems suitable for benchmarking purposes. Limited evidence for performance differences between MPA profiles is also provided.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • Agrawal, J. and Kamakura, W.A. (1995), “The economic worth of celebrity endorsers: an event study analysis”, Journal of Marketing, Vol. 59 No. 1, pp. 56-62.
    • Ambler, T., Kokkinaki, F. and Puntoni, S. (2004), “Assessing marketing performance: reasons for metrics selection”, Journal of Marketing Management, Vol. 20 Nos. 3/4, pp. 475-498.
    • Ambler, T. and Roberts J.H. (2008), “Assessing marketing performance: don't settle for a silver metric”, Journal of Marketing Management, Vol. 24 Nos. 7/8, pp. 733-750.
    • Armstrong, J.S., and Overton, T.S. (1977), “Estimating nonresponse bias in mail surveys”, Journal of Marketing Research, Vol. 14 No. 3, pp. 369-402.
    • Barwise, P. and Farley, J.U. (2004), “Marketing metrics: status of six metrics in five countries”, European Management Journal, Vol. 22, No. 3, pp. 257-262.
    • Berger, P.D., Eechambadi, N., George, M., Lehmann, D.R., Rizley, R. and Venkatesan, R. (2006), “From customer lifetime value to shareholder value”, Journal of Service Research, Vol. 9 No. 2, pp.
    • Berger, P.D. and Nasr, N.I. (1998), “Customer lifetime value: marketing models and applications,” Journal of Interactive Marketing, Vol. 12 No. 1, pp. 17-30.
    • Bhargava, M., Dubelaar, C. and Ramaswami, S. (1994), “Reconciling diverse measures of performance: a conceptual framework and test of a methodology”, Journal of Business Research, Vol. 31 Nos. 2/3, pp. 235-246.
    • Blenkinsop, S.A. and Burns, N. (1992), “Performance measurement revisited”, International Journal of Operations and Production Management, Vol. 12 No. 10, pp. 16-25.
    • Chakravarthy, B.S. (1986), “Measuring strategic performance”, Strategic Management Journal, Vol. 7 No. 5, pp.437-458.
    • Cheng, J. and Kesner, I. (1997), “Organizational slack and response to environmental shifts: the impact of resource allocation patterns”, Journal of Management, Vol. 23 No. 1, pp. 1-18.
    • Clark, B.H., Abela, A.V. and Ambler, T. (2006), “An information processing model of marketing performance measurement”, Journal of Marketing Theory and Practice, Vol. 14 No. 3, pp. 191-208.
    • Clark, B.H. (2001), “A summary of thinking on measuring the value of marketing”, Journal of Targeting, Measurement and Analysis for Marketing, Vol. 9 No. 4, pp. 357-369.
    • Clark, B.H. (1999), “Marketing performance measures: history and interrelationships”, Journal of Marketing Management, Vol. 15 No. 8, pp. 711-732.
  • No related research data.
  • No similar publications.

Share - Bookmark

Cite this article