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Marketing accountability and marketing’s stature: An examination of senior executive perspectives

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  • O’Sullivan, Don
  • Butler, Patrick

Abstract

The recovery of marketing’s “seat at the boardroom table” is determined in part by the satisfaction of senior executives with marketing’s contribution to firm performance. This study of senior executives in high-technology firms examines the relationship between top management perceptions of marketing performance measurement ability and marketing’s stature within the firm. Confirming and extending earlier studies, results indicate that marketing enjoys a higher status among top management when it is perceived to be accountable. Findings underpin the importance of current research attention on marketing accountability and metrics.

Suggested Citation

  • O’Sullivan, Don & Butler, Patrick, 2010. "Marketing accountability and marketing’s stature: An examination of senior executive perspectives," Australasian marketing journal, Elsevier, vol. 18(3), pages 113-119.
  • Handle: RePEc:eee:aumajo:v:18:y:2010:i:3:p:113-119
    DOI: 10.1016/j.ausmj.2010.05.002
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    References listed on IDEAS

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    1. Sunil Gupta & Valarie Zeithaml, 2006. "Customer Metrics and Their Impact on Financial Performance," Marketing Science, INFORMS, vol. 25(6), pages 718-739, 11-12.
    2. Carol J. Simon & Mary W. Sullivan, 1993. "The Measurement and Determinants of Brand Equity: A Financial Approach," Marketing Science, INFORMS, vol. 12(1), pages 28-52.
    3. Morgan, Neil A. & Clark, Bruce H. & Gooner, Rich, 2002. "Marketing productivity, marketing audits, and systems for marketing performance assessment: integrating multiple perspectives," Journal of Business Research, Elsevier, vol. 55(5), pages 363-375, May.
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    Cited by:

    1. Adam Gaskill & Hume Winzar, 2013. "Marketing Metrics That Contribute to Marketing Accountability in the Technology Sector," SAGE Open, , vol. 3(3), pages 21582440135, September.

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