Although the majority of companies with a marketing accountability process tend to house this function within the marketing department, there is growing collaboration between marketing and finance. Overall, marketing accountability has a presence in nearly every company; however, a growing number of these programs are siloed within marketing departments. Forty-five (45) percent of respondents indicated that their accountability programs were based within the marketing group, a jump of 14 points over the prior year.
Despite accountability programs becoming more entrenched within marketing departments, this year’s survey showed progress in improving the relationship between marketing and finance. Thirty-three percent reported “full cooperation and an open dialogue” in establishing metrics and methodologies for marketing ROI – up from twenty-two percent in 2007 – and nearly half of respondents found “some cooperation.” Increasingly, participants in the survey said they believed that marketing and finance “speak with one voice” or “share common metrics.”
Goals for marketing accountability varied greatly in the survey:
Where marketers had established accountability metrics:
Overall, twenty-three percent of respondents expressed dissatisfaction with accountability metrics.
Marketers are investing in accountability programs such as brand and customer equity models (53 percent); predictive models for direct response (43 percent); recency and frequency monetary value models (45 percent); and customer lifetime value models (27 percent).
Importantly, over half (57 percent) use their marketing accountability programs as a factor in increasing or maintaining their marketing budgets.
Key strategic marketing accountability challenges are:
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