• Understand, reflect upon and apply selected marketing accounting practices
• Identify and discuss the importance of drivers of brand equity (touchpoints)
• Identify and discuss practical implications and limitations of various parts of the value chain leading from marketing programs to financial performance
• Apply the theoretical knowledge on marketing accounting and brand performance to practical cases
• Follow academic conventions in your written presentation

The course enables students to understand the rationale behind a current organizational struggle with the dilemma of how to determine the performance of marketing investments in so to secure the necessary efficiency and effectiveness.

Current marketing accounting is primarily focused on short term metrics of a tactical nature together with an agreed on brand equity as an appropriate denominator of value creation for the organization – ultimately representing the future capitalization of marketing efforts.

Although based on sound and recognized techniques, it has proven difficult for marketers to link brand performance metrics to the financial performance of the organization. A link that if missing affects the justification of marketing investments – and creates a general marginalization of marketing in the organization.

The course will provide students with an understanding of the link between marketing activities and financial performance, together with tangible methods to monitor and manage value – founded in the strategic imperatives of our brand management practices.

The academic outlining of theoretical models and perspectives will be accompaigned by practitioner views of leading organizations.

Aim of the course

The course will enable students to justify their future brand management and marketing efforts – and thereby secure an organizational mandate. Students will gain understanding of creation of brand equity and the underlying drivers – as well as methods and perspectives to track and manage the hierarchy of effects behind organizational value creation.

Blended learning at CBS: http://sf.cbs.dk/teach/blended_online_learning/blended_learning 
 

Indicative literature (more literature will be announced upon enrollment):

• Ambler, T. (2000):”Marketing Metrics”, Business Strategy Review, 11(2), p. 59-66.

• Rust, R., Ambler, T., Carpenter, G., Kumar, V., Srivastava, R. (2004): "Measuring marketing productivity; current knowledge and future directions", Journal of Marketing, 68, 4, p.76-90

• Grønholdt, Lars, Martensen, Anne (2006): "Key Marketing Performance Measures", The Marketing Review, 6, p.243-252

• Keller, K.L., Lehmann, D. R. (2003): “How brands create value?”, Marketing Management, American Marketing Association

• Rajagopal (2008): “Interdependence of Personality Traits and Brand Identity in Measuring Brand Performance”, Measuring Business Excellence, 12, 1, p. 29-38, Q Emerald Group Publishing Limited

• Vandermerwe, Sandra (1993): “Jumping Into The Customer’s Activity Cycle”, The Columbia Journal of World Business, Elsevier Science Publishing Company Inc.

• Dhebar, Anirudh (2013): “Toward A Compelling Customer Touchpoint Architecture”, Business Horizons, vol. 53, issue 2, pp. 199-205

• Edelman, D.C. (2010): “Branding In The Digital Age”, Harvard Business Review

• Rust, R.T., Lemon, N.L., Zeithaml, V. (2004): "Return on Marketing; using customer equity to focus Marketing Strategy", Journal of Marketing, 68, pp.109-127

• Hanssens, D., Thorpe, D. Finkbeiner, C. (2008): "Marketing When Customer Equity Matters", Harvard Business Review

• Lapoint, P. (2005): “Marketing by the Dashboard Light”, Marketing NPV