1. Marketing Metrics and Marketing Profitability
Chapter 2
Marketing Metrics and Marketing Profitability
Tracking Marketing Performance
to Profit Performance Impact
Chapter 2 Objectives
Understand the importance of marketing metrics
Measure marketing profitability
Manage marketing profitability
How to measure Marketing ROI and Marketing ROS
Marketing Metrics are at the core of a market-based business striving to achieve profitable growth.

2. How would you rate this company’s performance over the last 3 years?
Company Performance
figure 1
How would you rate this company’s performance over the last 3 years?
Good, average, or poor?

3. The Importance of Marketing Metrics
Marketing metrics provide a different view of company performance.
How would you rate the marketing performance shown above? Good, average, or poor?

4. External Market Performance
The market is growing faster than company sales. This means the company is losing market share, but is likely unaware without utilizing these market metrics.

5. Profit Impact of a Hold Share Strategy Figure 4
Managing market share to hold share in a rapidly growing market would have yielded the company $41 million in additional profits over the past 3 years. Lost profits= pretax profit (figure 1) – pretax profit (figure 4)

6. The Importance of Marketing Metrics
Analytics: The measurement devices or data used to create metrics.
Metrics: The specific measures of performance.
For Example: The measurement system used to measure customer satisfaction is a Marketing Analytic. A Customer Satisfaction Index of 72 and % Very Satisfied of 20% are Marketing Metrics.

7. A Well-Balanced Performance Profile
Internal View of Performance
External View of Performance
Financial Metrics: These are internal performance metrics.
Marketing Metrics: These are external performance metrics.
Why are both
Important?

8. Profit Impact of Marketing Metrics
Most marketing metrics have high correlation with profitability.
Businesses that perform well on these marketing performance metrics are considerably more profitable.
Why would a business with higher relative service quality be more profitable?

9. Customer Focus, Customer
Why are forward-looking performance metrics especially important?

10. Measuring Marketing Profitability and Marketing ROI
Marketing Metrics and Marketing Profitability
Forward looking metrics indicate future performance
Backward looking metrics measure past performance and do not provide any insights on future performance .
Measuring Marketing Profitability
and Marketing ROI

11. Adding Marketing Profits to Performance
Why is Net Marketing Contribution a reasonable measure of marketing profits?

12. Estimating Marketing & Sales Expenses (% sales)
Data Challenge: Use 75% of SGA as an estimate of MSE
Unfortunately, most companies do not report their Marketing & Sales Expenses separately in their financial reports except for the sample of companies above. Based on the data above, we recommend using 75% of SGA as good estimate when actual marketing & sales expenses are not reported.

13. Marketing Profitability & Marketing Profitability Metrics
MBM6
Chapter 2
Marketing Performance Tool 2.3
These two marketing profitability ratio metrics allow us to compare company performance with any part of the business…regions, markets, segments, products. * Marketing Performance Tool 2.3 can be used to analyze any company

14. Marketing ROI and Marketing ROS Marketing Return on Investment (ROI)
= NMC/Mktg. & Sales Exp. X 100%
= $30 million/ $18.5 million x 100%
= 162%
NMC is:
NMC = Gross - Marketing & Profit Sales Exp.
($48.5M) (*$18.5M)
In this case, for every $1 invested in Marketing & Sales Expenses, the company produces $1.62 in marketing profits.

15. Marketing ROI and Marketing ROS Marketing Return on Sales (ROS)
= Net Marketing Contribution/Sales X 100%
= $30 million/ $125 million x 100%
= 24%
This marketing profitability metric tells us what portion of sales are marketing profits.

16. Marketing Profitability and Product Line Management
Marketing Metrics and Marketing Profitability
Marketing Profitability and Product Line Management
In this section we will look at Santa Fe Sportswear and its Net Marketing Contribution and marketing ROS and marketing ROI in a business discussion of product line profits

17. Product Line Marketing Profitability
Adding Net Marketing Contribution to this product financial statement allows marketing and product managers to better manage and communicate product line marketing profits.

18. Marketing Performance Tool 2.1 Drop Casual Shorts From Product Line
MBM6
Chapter 2
Marketing Performance Tool 2.1
Drop Casual Shorts From Product Line
Marketing Strategy: The Finance Manager wants to drop the Casual Shorts product line to improve profits! Good decision or bad decision? How should the marketing manager and product manager respond?

19. Profit Impact of Dropping Casual Shorts
Marketing Strategy: Drop the Casual Shorts product line to improve profits! Bad decision?
The Operating Income will drop by $1 million. Because Gen Adm. Expenses do not have anything to do with the product lines the total remains.
Key Takeaway: As along is the NMC is positive it is contributing to profits.

20. Managing the Khaki Pants Product Line Marketing Profits

21. Marketing Performance Tool 2.1 Drop Casual Shorts From Product Line
MBM6
Chapter 2
Marketing Performance Tool 2.1
Drop Casual Shorts From Product Line
Which product line has the best ROS and ROI?

22. Marketing Profitability Product Portfolio
Using Marketing ROS and Marketing ROI we can create a portfolio view of product performance.
How important is the Classic Polo product line to the overall performance of Santa Fe Sportswear?

23. Marketing Performance Tool 2.2 Segment View of Marketing Profitability
MBM6
Chapter 2
Marketing Performance Tool 2.2
Segment View of Marketing Profitability

24. Managing the Traditional Buyer Segment
A more systematic view of what drives marketing profits in the Traditional Buyer market segment.

25. Strategies for Growing Marketing Profits
We can breakdown a measure of Net Marketing Contribution into the model above which provides marketing and product managers with strategic tools to grow marketing profits.
Copyright Roger J. Best, 2012