Marketing strategy and marketing performance measurement system : exploring the relationship
By: LAMBERTI, Lucio
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Contributor(s): NOCI, Giuliano.
Material type: 
ArticlePublisher: Oxford : Elsevier, April 2010European Management Journal 28, 2, p. 139-152Abstract: Though marketing performance measurement has long been a concern for literature and companies, the relationship between marketing strategy and marketing performance measurement system (MPMS) design is a substantially uncovered topic. This paper endorses Coviello et al. [Coviello, N. E., Brodie, R. J. and Munro, H. J. (1997) Understanding contemporary marketing: Development of a classification scheme. Journal of Marketing Management, 13, 501522.] classification scheme for marketing strategies and draws from literature a conceptual framework about the managerial levers for MPMS design (marketing performances, measures and control system), aiming to explore the possible existence and the nature of the marketing strategyMPMS relationship. The study is carried out with a multiple case study approach in seven Italian organizations. The outcomes show that companies pursuing different marketing strategies adopt different MPMS, and the authors explore the impact of some contextual elements possibly impacting on the relationship, discussing their role in the glance of existing literature. The results have suggested some managerial implications
Though marketing performance measurement has long been a concern for literature and companies, the relationship between marketing strategy and marketing performance measurement system (MPMS) design is a substantially uncovered topic. This paper endorses Coviello et al. [Coviello, N. E., Brodie, R. J. and Munro, H. J. (1997) Understanding contemporary marketing: Development of a classification scheme. Journal of Marketing Management, 13, 501522.] classification scheme for marketing strategies and draws from literature a conceptual framework about the managerial levers for MPMS design (marketing performances, measures and control system), aiming to explore the possible existence and the nature of the marketing strategyMPMS relationship. The study is carried out with a multiple case study approach in seven Italian organizations. The outcomes show that companies pursuing different marketing strategies adopt different MPMS, and the authors explore the impact of some contextual elements possibly impacting on the relationship, discussing their role in the glance of existing literature. The results have suggested some managerial implications
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