Benchmark Report Template - Irving

What Drives Managerial Use of Marketing vs.
Financial
Metrics and Does it Impact Performance?
An Industry Study hosted by
The Paul Merage School of Business
University of California, Irvine
Researchers:
Imran S. Currim, Associate Dean and Chancellors Professor,
The Paul Merage School of Business,
Ofer Mintz, Doctoral Candidate,
The Paul Merage School of Business,
NOTE-THIS IS AN TEMPLATE WITHOUT DATA
UNIVERSITY OF CALIFORNIA, IRVINE

BERKELEY DAVIS IRVINE LOS ANGELES MERCED
RIVERSIDE SAN DIEGO SAN FRANCISCO
SANTA BARBARA SANTA CRUZ
TABLE OF CONTENTS
List of Marketing Metrics
General Marketing Metrics
Specific to Marketing Activity Marketing Metrics
List of Financial Metrics

General Financial Metrics
Specific to Marketing Activity Financial Metrics
Type of Marketing Activity

Traditional Advertising
Internet Advertising
Direct to Consumer
Social Media
Sales Force
Price Promotion
Pricing
PR / Sponsorship
10
New Product Development
11
Distribution
12
Demographic, Firm, and Industry Characteristics

Job Title
13
Work Experience
14
Firm Size
15
Ownership Type
16
Business-to-Business vs. Business-to-Consumer
17
Industry
18
International Country
19

General Marketing Metrics

Definition: Marketing metrics refer to metrics that cannot be specified in direct financial terms without
extensive econometric calculations. General marketing metrics can be used for any type of marketing
activity.
Market Share (Units or Dollars)

Awareness (Product or Brand)
Satisfaction (Product or Brand)
Likeability (Product or Brand)
Preference (Product or Brand)
Willingness to Recommend (Product
or Brand)
Loyalty (Product or Brand)

Perceived Product Quality
Consideration Set
Total Customers
Share of Customer Wallet
Share of Voice
Specific to Marketing Activity Marketing Metrics

Definition: Specific to marketing activity marketing metrics are specialized for use with certain types of
marketing activities. Some of these metrics will overlap.
Traditional Advertising:
Impressions
Reach
Recall
Internet Advertising:
Impressions
Hits/Visits/Page Views
Click-through Rate
Direct to Consumer:
Reach
Number of Responses by Campaign
New Customer Retention Rate
Social Media:
Hits/Visits/Page Views
Number of Followers / Tags
Volume of Coverage by Media
Sales Force:
Reach
Number of Responses by Campaign
New Customer Retention Rate
Price Promotion:
Impressions
Reach
Trial / Repeat Volume (or Ratio)
Pricing:
Price Premium
Reservation Price
Relative Price
PR / Sponsorship:
Volume of Coverage by Media
Reach
Recall
New Product Development:
Belief in New Product Concept
Attitude toward Product / Brand
Expected Annual Growth Rate
Distribution:
Out of Stock % / Availability
Strength of Channel Relationships
Product Category Volume (PCV)

General Financial Metrics

Definition: Financial metrics refer to metrics that specified in direct financial terms. General marketing
metrics can be used for any type of marketing activity.
Net Profit
Return on Investment (ROI)
Return on Sales (ROS)
Return on Marketing Investment
(ROMI)
Net Present Value (NPV)
Economic Value Added (EVA)
Marketing Expenditures (%
specifically on Brand Building
Activities)
Stock Prices / Stock Returns
Tobins q
Target Volume (Units or Sales)
Customer Segment Profitability
Customer Lifetime Value (CLV)
Specific to Marketing Activity Financial Metrics

Definition: Specific to marketing activity financial metrics are specialized for use with certain types of
marketing activities. Some of these metrics will overlap.
Traditional Advertising:
Cost per Customer Acquired / Cost
per Thousand Impressions (CPM)
Lead Generation
Internal Rate of Return (IRR)
Internet Advertising:
Cost per Click
Conversion Rate
Direct to Consumer:
Cost per Customer Acquired
Conversion Rate
Lead Generation
Social Media:
Lead Generation
Cost per Exposure
Total Costs
Sales Force:
Sales Potential Forecast
Sales Force Productivity
Sales Funnel / Sales Pipeline
Price Promotion:
Promotional Sales / Incremental Lift
Redemption Rates (coupons, etc.)
Pricing:
Unit Margin / Margin %
Price Elasticity
Optimal Price
PR / Sponsorship:
Lead Generation
Cost per Exposure
Total Costs
New Product Development:
Expected Margin %
Level of Cannibalization /
Cannibalization Rate
Distribution:
Total Inventory / Total Distributors
Channel Margins
Sales per Store / Stock-keeping
units (SKUS)

TRADITIONAL ADVERTISING
The Number of
Metrics Used by
Managers
30
25
20
15
10
5
5
4
3
2
Top Three Metrics Associated with High

Performance:
1.
2.
3.
Relationship
between Metrics
and Performance
Performance (Max=7)
Top Five Metrics Used:

1.
2.
3.
4.
5.
The Number of Managers
Metric Use
Yours:
Average:
Your Organizations Average:
Median:
Mode Use:
Your Ratio of Marketing vs. Financial
Metrics (Marketing/Financial)
Average Ratio of Marketing vs.
Financial Metrics
(Marketing/Financial)
Your Organizations Ratio of
Marketing vs. Financial Metrics
1
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The Number of Metrics Used
Things that stood out:

1.
2.

INTERNET ADVERTISING
The Number of
Metrics Used by
Managers
30
25
20
15
10
5
5
4
3
2

Performance:
1.
2.
3.
Relationship
between Metrics
and Performance
Performance (Max=7)

1.
2.
3.
4.
5.
Metric Use
Yours:
Average:
Median:
Mode Use:
Financial Metrics
1
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1.
2.

DIRECT TO CONSUMER
The Number of
Metrics Used by
Managers
30
25
20
15
10
5
5
4
3
2

Performance:
1.
2.
3.
Relationship
between Metrics
and Performance
Performance (Max=7)

1.
2.
3.
4.
5.
Metric Use
Yours:
Average:
Median:
Mode Use:
Financial Metrics
1
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1.
2.

SOCIAL MEDIA
The Number of
Metrics Used by
Managers
30
25
20
15
10
5
5
4
3
2

Performance:
1.
2.
3.
Relationship
between Metrics
and Performance
Performance (Max=7)

1.
2.
3.
4.
5.
Metric Use
Yours:
Average:
Median:
Mode Use:
Financial Metrics
1
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1.
2.

SALES FORCE
The Number of
Metrics Used by
Managers
30
25
20
15
10
5
5
4
3
2

Performance:
1.
2.
3.
Relationship
between Metrics
and Performance
Performance (Max=7)

1.
2.
3.
4.
5.
Metric Use
Yours:
Average:
Median:
Mode Use:
Financial Metrics
1
0-5 6-10 11-1516-2021-2526-30

1.
2.

PRICE PROMOTION
The Number of
Metrics Used by
Managers
30
25
20
15
10
5
5
4
3
2

Performance:
1.
2.
3.
Relationship
between Metrics
and Performance
Performance (Max=7)

1.
2.
3.
4.
5.
Metric Use
Yours:
Average:
Median:
Mode Use:
Financial Metrics
1
0-5 6-10 11-1516-2021-2526-30

1.
2.

PRICING
The Number of
Metrics Used by
Managers
30
25
20
15
10
5
5
4
3
2

Performance:
1.
2.
3.
Relationship
between Metrics
and Performance
Performance (Max=7)

1.
2.
3.
4.
5.
Metric Use
Yours:
Average:
Median:
Mode Use:
Financial Metrics
1
0-5 6-10 11-1516-2021-2526-30

1.
2.

PR / SPONSORSHIP
The Number of
Metrics Used by
Managers
30
25
20
15
10
5
5
4
3
2

Performance:
1.
2.
3.
Relationship
between Metrics
and Performance
Performance (Max=7)

1.
2.
3.
4.
5.
Metric Use
Yours:
Average:
Median:
Mode Use:
Financial Metrics
1
0-5 6-10 11-1516-2021-2526-30

1.
2.

NEW PRODUCT DEVELOPMENT
The Number of
Metrics Used by
Managers
30
25
20
15
10
5
5
4
3
2

Performance:
1.
2.
3.
Relationship
between Metrics
and Performance
Performance (Max=7)

1.
2.
3.
4.
5.
Metric Use
Yours:
Average:
Median:
Mode Use:
Financial Metrics
1
0-5 6-10 11-1516-2021-2526-30

1.
2.

DISTRIBUTION
The Number of
Metrics Used by
Managers
30
25
20
15
10
5
5
4
3
2

Performance:
1.
2.
3.
Relationship
between Metrics
and Performance
Performance (Max=7)

1.
2.
3.
4.
5.
Metric Use
Yours:
Average:
Median:
Mode Use:
Financial Metrics
1
0-5 6-10 11-1516-2021-2526-30

1.
2.

JOB TITLE
Relationship
between Metrics
and Performance
The Number of
Metrics Used by
Managers
Metric Use
7
Performance (Max=7)
30
25
Yours:
Senior Marketing Executives
Average:
Senior Non-Marketing Executives
Average:
Marketing Managers Average:
Non-Marketing Managers Average:
Your Organizations
Senior Marketing Executives
Average:
Your Organizations
Senior Non-Marketing Executives
Average:
Your Organizations
Marketing Managers Average:
Your Organizations
Non-Marketing Managers Average:
Metrics
Financial Metrics for your job title
Marketing vs. Financial Metrics for
your job title
20
15
10
6
5
4
3
2
1

0
SR MKTG
SR NON-MKTG
SR MKTG
SR NON-MKTG
SR MKTG
MKTG MGR
NON-MKTG MGR
SR NON-MKTG

WORK EXPERIENCE
Relationship
between Metrics
and Performance
The Number of
Metrics Used by
Managers
Metric Use
7
Performance (Max=7)
30
25
Yours:
More than Average Experience
Average:
Less than Average Experience
Average:
Your Organizations
Average:
Your Organizations
Average:
Financial Metrics
(Marketing/Financial):
Financial Metrics
(Marketing/Financial)::
Your Organizations
Financial Metrics
Your Organizations
Financial Metrics
20
15
6
5
4
3
2
1
10
< EXPERIENCE
> EXPERIENCE
Linear (< EXPERIENCE)
< EXPERIENCE
> EXPERIENCE
Linear (> EXPERIENCE)

FIRM SIZE
Relationship
between Metrics
and Performance
The Number of
Metrics Used by
Managers
Metric Use
7
Performance (Max=7)
30
25
Yours:
Small Firm Average:
Large Firm Average:
Your Organizations
Small Firm Average:
Your Organizations
Large Firm Average:
Small Firm Average Ratio of
Large Firm Average Ratio of
Your Organizations
Small Firm Average Ratio of
Your Organizations
Large Firm Average Ratio of
20
15
6
5
4
3
2
1
10
SMALL FIRMS
LARGE FIRMS
Linear (SMALL FIRMS)
SMALL FIRMS
LARGE FIRMS
Linear (LARGE FIRMS)

OWNERSHIP TYPE
Relationship
between Metrics
and Performance
The Number of
Metrics Used by
Managers
Metric Use
7
Performance (Max=7)
30
25
Yours:
Public Firm Average:
Private Firm Average:
Your Organizations
Public Firm Average:
Your Organizations
Private Firm Average:
Public Firm Average Ratio of
Private Firm Average Ratio of
Your Organizations
Public Firm Average Ratio of
Your Organizations
Private Firm Average Ratio of
20
15
6
5
4
3
2
1
10
PUBLIC FIRMS
PRIVATE FIRMS
Linear (PUBLIC FIRMS)
PUBLIC FIRMS
PRIVATE FIRMS
Linear (PRIVATE FIRMS)

B2B vs. B2C
Relationship
between Metrics
and Performance
The Number of
Metrics Used by
Managers
Metric Use
7
Performance (Max=7)
30
25
Yours:
B2B Firm Average:
B2C Firm Average:
Mixed Firm Average:
Your Organizations
B2B Firm Average:
Your Organizations
B2C Firm Average:
Your Organizations
Mixed Firm Average:
B2B Firm Average Ratio of Marketing
vs. Financial Metrics
B2C Firm Average Ratio of Marketing
Mixed Firm Average Ratio of
Your Organizations
B2B Firm Average Ratio of Marketing
Your Organizations
B2C Firm Average Ratio of Marketing
Your Organizations
Mixed Firm Average Ratio:
20
15
10
6
5
4
3
2
1

0
B2B FIRMS
B2B FIRMS
B2C FIRMS
B2C FIRMS
MIXED FIRMS
MIXED FIRMS

INDUSTRY
Relationship
between Metrics
and Performance
The Number of
Metrics Used by
Managers
Metric Use
7
Performance (Max=7)
30
25
Yours:
Your Industry Average:
Your Organizations
Your Industry Average:
Your Industry Average Ratio of
Your Organizations
Your Industry Average Ratio of
Your Organizations
Other Industries Average Ratio of
Industry 1 Average:
Industry 2 Average:
Industry 3 Average:
20
15
6
5
4
3
2
1
10
0
YOUR INDUSTRY
INDUSTRY 1
YOUR INDUSTRY
INDUSTRY 2
INDUSTRY 3

INTERNATIONAL COUNTRY
Relationship
between Metrics
and Performance
The Number of
Metrics Used by
Managers
Metric Use
7
Performance (Max=7)
30
25
Yours:
Your Country Average:
Your Organizations
Your Country Average:
Your Country Average Ratio of
Your Organizations
Your Country Average Ratio of
Your Organizations
Other Countries Average Ratio of
Country 1 Average:
Country 2 Average:
Country 3 Average:
20
15
6
5
4
3
2
1
10
0
YOUR COUNTRY
COUNTRY 1
COUNTRY 2
YOUR COUNTRY
COUNTRY 3

Benchmark Report Template - Irving

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What Drives Managerial Use of Marketing vs.

NOTE-THIS IS AN TEMPLATE WITHOUT DATA

UNIVERSITY OF CALIFORNIA, IRVINE

RIVERSIDE SAN DIEGO SAN FRANCISCO

SANTA BARBARA SANTA CRUZ

Specific to Marketing Activity Marketing Metrics

List of Financial Metrics

Specific to Marketing Activity Financial Metrics

Type of Marketing Activity

New Product Development

Demographic, Firm, and Industry Characteristics

Business-to-Business vs. Business-to-Consumer

NOTE-THIS IS AN TEMPLATE WITHOUT DATA

UNIVERSITY OF CALIFORNIA, IRVINE

RIVERSIDE SAN DIEGO SAN FRANCISCO

SANTA BARBARA SANTA CRUZ

General Marketing Metrics

Market Share (Units or Dollars)

Loyalty (Product or Brand)

Specific to Marketing Activity Marketing Metrics

NOTE-THIS IS AN TEMPLATE WITHOUT DATA

UNIVERSITY OF CALIFORNIA, IRVINE

RIVERSIDE SAN DIEGO SAN FRANCISCO

SANTA BARBARA SANTA CRUZ

General Financial Metrics

Specific to Marketing Activity Financial Metrics

NOTE-THIS IS AN TEMPLATE WITHOUT DATA

UNIVERSITY OF CALIFORNIA, IRVINE

RIVERSIDE SAN DIEGO SAN FRANCISCO

Top Three Metrics Associated with High

Top Five Metrics Used:

The Number of Managers

SANTA BARBARA SANTA CRUZ

Things that stood out:

NOTE-THIS IS AN TEMPLATE WITHOUT DATA

The Number of Metrics Used

UNIVERSITY OF CALIFORNIA, IRVINE

RIVERSIDE SAN DIEGO SAN FRANCISCO

Top Three Metrics Associated with High

Top Five Metrics Used:

The Number of Managers

SANTA BARBARA SANTA CRUZ

Things that stood out:

NOTE-THIS IS AN TEMPLATE WITHOUT DATA

The Number of Metrics Used

UNIVERSITY OF CALIFORNIA, IRVINE

RIVERSIDE SAN DIEGO SAN FRANCISCO

Top Three Metrics Associated with High

Top Five Metrics Used:

The Number of Managers

SANTA BARBARA SANTA CRUZ

Things that stood out:

NOTE-THIS IS AN TEMPLATE WITHOUT DATA

The Number of Metrics Used

UNIVERSITY OF CALIFORNIA, IRVINE

RIVERSIDE SAN DIEGO SAN FRANCISCO

Top Three Metrics Associated with High

Top Five Metrics Used:

The Number of Managers

SANTA BARBARA SANTA CRUZ

Things that stood out:

NOTE-THIS IS AN TEMPLATE WITHOUT DATA

The Number of Metrics Used