Financial Reporting of Customer and Brand (FRCB) Project
Setting generally accepted brand investment and valuation standards for internally developed brands. READ MORE…
BRAND INVESTMENT & VALUATION (BIV) PROJECT Phase II
Having created an empirically proven model for brand valuation & guiding investment decisions, the objective is now to extend the BIV model to drivers of brand preference/choice. READ MORE…
BRAND INVESTMENT & VALUATION PROJECT PHASE I
An empirically proven model for valuing brands and guiding investment decisions has been created. READ MORE…
MASB FELLOWS PROJECT
Crossing academic silos to engineer a structure & curriculum needed by businesses to reengineer marketing with the role of marketing measurement central, integrated within other metrics along the value chain, and tied to overall financial analyses. READ MORE…
MASB BOOK PROJECT PHASE I: ACCOUNTABLE MARKETING
MASB’s first book, Accountable Marketing: Linking Marketing Actions to Financial Performance, published in March 2016. READ MORE…
MEASURING & IMPROVING CPG RETURN USING CLV
Improving marketing strategies for CPG by demonstrating how to measure/forecast return from advertising and among targets, helping marketers better manage & improve return from target marketing practices. READ MORE…
MEASURING AND IMPROVING THE RETURN FROM TV ADVERTISING
The purpose of the TV Project is to serve as an example of how to evaluate marketing metrics according to the Marketing Metrics Audit Protocol (MMAP), the learning that can come from using an “ideal” metric over time & conditions, and how to improve return by applying the metric & learning to better marketing practice – process management. (Posted for Industry Feedback; MASB)
Read more: Measuring TV According to MMAP | April 2008 & May 2012
MEASURING AND IMPROVING THE LONG-TERM IMPACT OF ADVERTISING
The majority of marketing analyses address only short-term effects, with short term defined as the current budget or planning period (usually a quarter or a year). Results of the analyses have caused marketers to shift spending to programs closer and closer to the point of purchase. This shift in marketing strategy can be seen in the growth of “trade promotion” budgets over time, often at the expense of programs with impact that may accrue over time (like advertising). This project summarizes what is known about the short and long-term impact of advertising with practitioner examples. (Completed; Hanssens)
Read more: What is Known About the Long-Term Impact of Advertising | February 2011
PRACTICES UNDERLYING DEVELOPMENT & MANAGEMENT OF “IDEAL” METRIC
While the Example Project identifies a specific measurement of consumer brand preference (choice) and profiles the metric according to the validation and causality characteristics of an “ideal” metric…perhaps equally important is an understanding of the corporate practices and processes employed by the provider of the metric to achieve, maintain and improve its validation and causality characteristics over time. This project reveals the corporate structure and research processes employed for reliability, validity, causality and insight into better practices for improving return from the activity. (Posted for Industry Feedback; MASB)
Read more: Practices Underlying an “Ideal Metric” | October 2010
METHODS OF BRAND VALUATION
This is an academic review of various methods of Brand Valuation as they relate to FASB qualities and to MASB (MMAP) characteristics. In summary, the various methods yield different financial values for the same brands, including changes in values over time. Recommendations from the review include standardization of marketing metrics, minimum standards for validation, more transparency in approaches to measure brand strength. This project serves as “what is known” in the Brand Investment & Valuation Project. (Completed; Fischer & Mizik)
Read more: Methods of Brand Valuation: What is Known | March & August 2010
MARKETING METRIC AUDIT PROTOCOL (MMAP)
MMAP is a formal process for connecting marketing activities to the financial performance of the firm. The process includes the conceptual linking of marketing activities to intermediate marketing outcome metrics to cash flow drivers of the business, as well as the validation and causality characteristics of an ideal metric. (Posted for Industry Feedback; MASB)
Read more: Marketing Metrics Audit Protocol | February 2009
C-LEVEL VIEWS ON MARKETING ACCOUNTABILITY
In-depth interviews with C-Level managers (CFO, CEO, CSO) to gain insight into views regarding the role of marketing in the business process and the value of marketing metrics in the accounting and financial processes. Summary: There is universal need for true marketing ROI metrics – valid/predictive performance (return) metrics which can be integrated w/performance metrics from other parts of value chain; especially true for advertising, new product introductions and in-store/similar “channel” activities as well as competitive moves; metrics related to both short term & long term impact are needed, with focus on customer outcomes; increased speed of business makes accurate forecasting critical; will take a combined effort of marketing, finance & sales to find/agree on the “best metrics”; a self-governing standards body could add real value to meeting these needs. (Completed; Plummer & Blair)
Read more: C Level Views on Marketing Accountability | August 2008
THE ROLE OF STANDARDS: ACADEMIC REVIEW
A review of the role of standards, current practices, needs, qualifications, and value proposition for the launch of MASB: ROMI is no longer an option, there is much unnecessary confusion about ROMI, and ROMI is ultimately about economic outcomes and financial results; There is a need for standard measures related to short-term incremental results and longer-term effects linked to cash flow…in order to forecast future outcomes, evaluate past actions, allocate resources across comparable and non-comparable activities, evaluate alternative action plans and Improve return over time; the solution will arise in a competitive market if firms invest in standardized metrics and a formal audit process; but, who or what will drive this process? MASB (Completed; Stewart & The Boardroom Project)
Read more: Academic Review: The Role of Standards | February 2007
OBJECTIVES OF MARKETING STANDARDS
Eight overall objectives, or guidelines, for marketing measurement standards are recommended in this document, an adaptation from the Trueblood Committee’s “Objectives of Financial Statements (AICPA, 1973)” Recommendations. (Completed; The Boardroom Project)
Read more: Objectives of Marketing Standards | August 2006
MARKETING, PRODUCTIVITY, EFFECTIVENESS & ACCOUNTABILITY
There is increasing scrutiny of marketing activities and a growing demand for greater accountability of the marketing function. The paper asserts that such accountability cannot be achieved until generally accepted standards for the measurement of marketing outcomes are adopted, identifies three broad types of marketing outcomes, and suggests that two of these types of outcomes are candidates for the development of standardized measures. The role of standards, essential characteristics of standards, and how they may be developed are addressed. (Completed; The Boardroom Project)
Read more: Marketing Productivity, Effectiveness and Accountability | July 2005
FUNDAMENTALS: ABOUT MASB
Documentation of the fundamental structure, business model, concepts, processes & precepts by which the MASB will/is operating in setting marketing measurement & accountability standards. (Completed; Blair & Sirkin)