SlideShare una empresa de Scribd logo
1 de 4
Descargar para leer sin conexión
101
Intelligent Budget Cutting
1. The Lowdown
-----------------------------------------------------------------------------------
Marketers everywhere are at one time or another challenged to do more with less. In fact, many might
describe their organizations as locked in a seemingly endless cycle of budget revisions throughout the year,
mostly cuts. When faced with a mandated budget cut, you have essentially two choices. You can make the
cuts the common-sense way you always have and then hope to recapture funding during the next cycle, or
you can recommend cuts in a strategic framework that will ensure, at the very least, the true “cost” of your
proposed cuts will be recognized (and perhaps even reversed somewhat).


2. Why do I need to know about it?
-----------------------------------------------------------------------------------
It’s natural to feel that budget cuts signify marketing’s “losing the battle” of establishing its value
in the overall mix of company investments. What’s important is to focus on “winning the war” by
establishing a new set of objectives:

       1. Achieve the required short-term budget reduction goals.

       2. Clearly identify the expected short-term negative impacts on revenue or margins.

       3. Minimize the long-term negative impacts.

       4. Gain credibility for thorough, objective analysis.

       5. Establish the groundwork for subsequent budget discussions.

These five goals now become the measures of success. Your new plan should be to emerge from
this experience with the wisdom, credibility, and strategic foundation to win in the future.

3. Where to start?
-----------------------------------------------------------------------------------
When faced with budget cuts, there are four strategic frameworks that have proven to be helpful to
stimulate smart, creative thinking:

   a) Portfolio management of products, channels, or geographies

   b) Customer portfolio management

   c) Marginal returns analysis

   d) Decomposition matrix
Most companies find one or more of these frameworks applicable on the basis of how their
business is structured: what information they have available; the company culture; the credibility
marketing has with finance; and/or the amount of time they have to make reduction decisions.

Product/Channel/Geography portfolio management
This framework focuses on looking across products, channels, or geographies to identify
candidates that are more/less worthy of marketing investment.

There are three principal steps in the portfolio management process:

   1. Evaluate each product/channel/geography along relevant performance dimensions (e.g,
      relative performance, relative opportunity, relative marketing and sales leverage)

   2. Link evaluation scores to a recommended spend more/less strategy.

   3. Compare the recommended spend strategy to the actual marketing spend strategy to
      identify misalignments.

Customer portfolio management
The second framework for strategic budget cutting is largely the same as the first, but the unit of
analysis is customers (or customer segments) instead of products, channels, or geographies.

Marginal returns analysis
The marginal returns analysis framework uses an “S” curve as a starting point to help focus the
discussion on where budget cuts are likely to have more or less impact, based upon the potential
marginal return of increments/decrements to each budget item. In a classic “S” curve, initial
return on marketing investment is steep as returns grow exponentially, followed by slowed and
eventually ceasing growth.

Decomposition Matrix
A decomposition matrix is a way of decomposing proposed budgets to identify the specific factors
driving a company’s shareholder value, in the process determining which cuts have the most
leverage and which would have the least negative impact on shareholders.

4. The thing to remember is…
-----------------------------------------------------------------------------------
Regardless of which strategic approach to budget cutting you take, there are a few keys to success
to include in your process:

- Define and think about your cutting objectives first, then revisit them often. Pay particular
attention to the objective about “credibility” and ensure your approach will be judged
appropriately instead of simply deconstructed for flaws.

- Establish the right baseline assumptions when estimating the cost/benefit of the cuts.

- Construct your business case carefully and work to cultivate cross-functional support. Enlist
assistance from colleagues from finance and other non-marketing functions to ensure analytical
rigor and maximize the probability of acceptance.

Remember that once the budget gets cut, you and your team will have to work effectively with
whatever remains, and the time horizon might be several years. So when pressed to cut, do so
strategically to ensure that you have the resources and credibility to succeed when the crisis
passes.

Related Resources
Interested in learning more about intelligent budget cutting? Sign up for complimentary (ANA
members only) Webinar series, April to June 2009, with Pat LaPointe.

About MarketingNPV®
MarketingNPV is a highly specialized advisory firm that links marketing investments to financial
value creation, providing continuous improvement in the effective and efficient allocation of
marketing resources. The firm uses processes and tools tuned to measure the payback on
marketing investments, track the right performance metrics, and forecast the economic impact of
changes in strategy or tactics. MarketingNPV maintains the world’s largest online archive of
articles and resources about marketing measurement, in addition to publishing MarketingNPV
Journal. Learn more at www.marketingnpv.com.




Find out how we are leading the marketing community at ana.net

Más contenido relacionado

Destacado

Online Public Relations
Online Public RelationsOnline Public Relations
Online Public RelationsSjef Kerkhofs
 
¿Qué Es Liderazgo 2008 Mayo
¿Qué Es Liderazgo 2008 Mayo¿Qué Es Liderazgo 2008 Mayo
¿Qué Es Liderazgo 2008 MayoJuan Rivera
 
Lec Movie - 03.11.07
Lec Movie - 03.11.07Lec Movie - 03.11.07
Lec Movie - 03.11.07Jubrac Jacui
 
Aag presentatie 3 februari
Aag presentatie 3 februariAag presentatie 3 februari
Aag presentatie 3 februariSjef Kerkhofs
 
Learning Pool Webinar: Creating, editing and using images
Learning Pool Webinar: Creating, editing and using imagesLearning Pool Webinar: Creating, editing and using images
Learning Pool Webinar: Creating, editing and using imagesPaul McElvaney
 
Innovation in Learning at LB Lambeth
Innovation in Learning at LB LambethInnovation in Learning at LB Lambeth
Innovation in Learning at LB LambethPaul McElvaney
 
2010 Fashion Show Booklet Revise
2010 Fashion Show Booklet Revise2010 Fashion Show Booklet Revise
2010 Fashion Show Booklet ReviseNg Lim
 
Presentation1
Presentation1Presentation1
Presentation1xiammaix
 
Pedalando - 09.12.07
Pedalando - 09.12.07Pedalando - 09.12.07
Pedalando - 09.12.07Jubrac Jacui
 

Destacado (16)

Scmad Chapter15
Scmad Chapter15Scmad Chapter15
Scmad Chapter15
 
Presentatie 2 Maart
Presentatie 2 MaartPresentatie 2 Maart
Presentatie 2 Maart
 
Massao - 10.06.07
Massao - 10.06.07Massao - 10.06.07
Massao - 10.06.07
 
Online Public Relations
Online Public RelationsOnline Public Relations
Online Public Relations
 
¿Qué Es Liderazgo 2008 Mayo
¿Qué Es Liderazgo 2008 Mayo¿Qué Es Liderazgo 2008 Mayo
¿Qué Es Liderazgo 2008 Mayo
 
Lec Movie - 03.11.07
Lec Movie - 03.11.07Lec Movie - 03.11.07
Lec Movie - 03.11.07
 
Sahabat
SahabatSahabat
Sahabat
 
Aag presentatie 3 februari
Aag presentatie 3 februariAag presentatie 3 februari
Aag presentatie 3 februari
 
Scmad Chapter03
Scmad Chapter03Scmad Chapter03
Scmad Chapter03
 
Learning Pool Webinar: Creating, editing and using images
Learning Pool Webinar: Creating, editing and using imagesLearning Pool Webinar: Creating, editing and using images
Learning Pool Webinar: Creating, editing and using images
 
OTC08
OTC08OTC08
OTC08
 
Innovation in Learning at LB Lambeth
Innovation in Learning at LB LambethInnovation in Learning at LB Lambeth
Innovation in Learning at LB Lambeth
 
2010 Fashion Show Booklet Revise
2010 Fashion Show Booklet Revise2010 Fashion Show Booklet Revise
2010 Fashion Show Booklet Revise
 
Presentation1
Presentation1Presentation1
Presentation1
 
Hazel and Kate-Unison
Hazel and Kate-UnisonHazel and Kate-Unison
Hazel and Kate-Unison
 
Pedalando - 09.12.07
Pedalando - 09.12.07Pedalando - 09.12.07
Pedalando - 09.12.07
 

Más de Association of National Advertisers

Más de Association of National Advertisers (20)

The New Marketing...
The New Marketing...The New Marketing...
The New Marketing...
 
Advertising Effectiveness
Advertising EffectivenessAdvertising Effectiveness
Advertising Effectiveness
 
Cell Phones
Cell  PhonesCell  Phones
Cell Phones
 
Digital Growth
Digital GrowthDigital Growth
Digital Growth
 
Get Passionate!
Get Passionate!Get Passionate!
Get Passionate!
 
SUBWAY Insight Slide
SUBWAY Insight SlideSUBWAY Insight Slide
SUBWAY Insight Slide
 
101 Marketing To The U.S. Hispanic Consumer
101 Marketing To The U.S. Hispanic Consumer101 Marketing To The U.S. Hispanic Consumer
101 Marketing To The U.S. Hispanic Consumer
 
101 Create Your Own Communications Product Launch Blueprint
101 Create Your Own Communications Product Launch Blueprint101 Create Your Own Communications Product Launch Blueprint
101 Create Your Own Communications Product Launch Blueprint
 
Multicultural Marketing Strategy
Multicultural Marketing StrategyMulticultural Marketing Strategy
Multicultural Marketing Strategy
 
The Theory Of Brand Culture 101
The Theory Of Brand Culture 101The Theory Of Brand Culture 101
The Theory Of Brand Culture 101
 
Email marketing
Email marketingEmail marketing
Email marketing
 
Economy Still a Concern Leading to Restrained Spending
Economy Still a Concern Leading to Restrained SpendingEconomy Still a Concern Leading to Restrained Spending
Economy Still a Concern Leading to Restrained Spending
 
Social Networks
Social NetworksSocial Networks
Social Networks
 
Integrating Online With Offline Marketing
Integrating Online With Offline MarketingIntegrating Online With Offline Marketing
Integrating Online With Offline Marketing
 
Event Marketing 101
Event Marketing 101Event Marketing 101
Event Marketing 101
 
"Hire Your Customers--They are Passionate"
"Hire Your Customers--They are Passionate""Hire Your Customers--They are Passionate"
"Hire Your Customers--They are Passionate"
 
Is Senior Management Digitally Savvy?
Is Senior Management Digitally Savvy?Is Senior Management Digitally Savvy?
Is Senior Management Digitally Savvy?
 
Selecting A Cms 101
Selecting A Cms 101Selecting A Cms 101
Selecting A Cms 101
 
Twitter Marketing 101
Twitter Marketing 101Twitter Marketing 101
Twitter Marketing 101
 
Email Marketing
Email MarketingEmail Marketing
Email Marketing
 

Último

Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...
Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...
Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...BilalAhmed717
 
14 march 2024-capital-markets-update eni.pdf
14 march 2024-capital-markets-update eni.pdf14 march 2024-capital-markets-update eni.pdf
14 march 2024-capital-markets-update eni.pdfEni
 
Benihana of Tokyo case study11111111.pdf
Benihana of Tokyo case study11111111.pdfBenihana of Tokyo case study11111111.pdf
Benihana of Tokyo case study11111111.pdfjavenxxx01
 
Green Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly ProductsGreen Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly ProductsWristbands Ireland
 
We are inviting you on board, to move forward together in the Right Direction
We are inviting you on board, to move forward together in the Right DirectionWe are inviting you on board, to move forward together in the Right Direction
We are inviting you on board, to move forward together in the Right DirectionRight Direction Aero
 
ICv2 Hobby Games White Paper 2024 - State of the Industry
ICv2 Hobby Games White Paper 2024 - State of the IndustryICv2 Hobby Games White Paper 2024 - State of the Industry
ICv2 Hobby Games White Paper 2024 - State of the IndustryDennisViau
 
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities pptBus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities pptendeworku
 
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdfCORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdfLouis Malaybalay
 
Meet Raj Shamani: A Trailblazing Entrepreneur
Meet Raj Shamani: A Trailblazing EntrepreneurMeet Raj Shamani: A Trailblazing Entrepreneur
Meet Raj Shamani: A Trailblazing Entrepreneurramya202104
 
unfinished legacy it is a clothing brand
unfinished legacy it is a clothing brandunfinished legacy it is a clothing brand
unfinished legacy it is a clothing brandakashm530190
 
Digital Marketing Training Program skills s
Digital Marketing Training Program skills sDigital Marketing Training Program skills s
Digital Marketing Training Program skills sgodxzyrox
 
pitchdeck ORPC 2019 data info turine.pdf
pitchdeck ORPC 2019 data info turine.pdfpitchdeck ORPC 2019 data info turine.pdf
pitchdeck ORPC 2019 data info turine.pdflebob12
 
A Case Study On SQUARE GROUP Bangladesh.pdf
A Case Study On SQUARE GROUP Bangladesh.pdfA Case Study On SQUARE GROUP Bangladesh.pdf
A Case Study On SQUARE GROUP Bangladesh.pdfmeftaul987
 
Shopclues: Failure & Solutions in Business Model
Shopclues: Failure & Solutions in Business ModelShopclues: Failure & Solutions in Business Model
Shopclues: Failure & Solutions in Business ModelBhaviniSharma12
 
A Comprehensive Case Study on the IL&FS Crisis (final).pptx
A Comprehensive Case Study on the IL&FS Crisis (final).pptxA Comprehensive Case Study on the IL&FS Crisis (final).pptx
A Comprehensive Case Study on the IL&FS Crisis (final).pptxShainaMaheshwari1
 
3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAY
3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAY3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAY
3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAYLouis Malaybalay
 
How The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K SubscribersHow The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K SubscribersFlyyx Tech
 
Optimize Your CRM Customization and Beyond
Optimize Your CRM Customization and BeyondOptimize Your CRM Customization and Beyond
Optimize Your CRM Customization and BeyondBoundify
 
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...Reframing Requirements: A Strategic Approach to Requirement Definition, with ...
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...Jake Truemper
 
"InShorts: A Game-Changer in the Digital News Age"
"InShorts: A Game-Changer in the Digital News Age""InShorts: A Game-Changer in the Digital News Age"
"InShorts: A Game-Changer in the Digital News Age"Adharsh45
 

Último (20)

Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...
Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...
Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...
 
14 march 2024-capital-markets-update eni.pdf
14 march 2024-capital-markets-update eni.pdf14 march 2024-capital-markets-update eni.pdf
14 march 2024-capital-markets-update eni.pdf
 
Benihana of Tokyo case study11111111.pdf
Benihana of Tokyo case study11111111.pdfBenihana of Tokyo case study11111111.pdf
Benihana of Tokyo case study11111111.pdf
 
Green Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly ProductsGreen Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly Products
 
We are inviting you on board, to move forward together in the Right Direction
We are inviting you on board, to move forward together in the Right DirectionWe are inviting you on board, to move forward together in the Right Direction
We are inviting you on board, to move forward together in the Right Direction
 
ICv2 Hobby Games White Paper 2024 - State of the Industry
ICv2 Hobby Games White Paper 2024 - State of the IndustryICv2 Hobby Games White Paper 2024 - State of the Industry
ICv2 Hobby Games White Paper 2024 - State of the Industry
 
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities pptBus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
 
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdfCORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
 
Meet Raj Shamani: A Trailblazing Entrepreneur
Meet Raj Shamani: A Trailblazing EntrepreneurMeet Raj Shamani: A Trailblazing Entrepreneur
Meet Raj Shamani: A Trailblazing Entrepreneur
 
unfinished legacy it is a clothing brand
unfinished legacy it is a clothing brandunfinished legacy it is a clothing brand
unfinished legacy it is a clothing brand
 
Digital Marketing Training Program skills s
Digital Marketing Training Program skills sDigital Marketing Training Program skills s
Digital Marketing Training Program skills s
 
pitchdeck ORPC 2019 data info turine.pdf
pitchdeck ORPC 2019 data info turine.pdfpitchdeck ORPC 2019 data info turine.pdf
pitchdeck ORPC 2019 data info turine.pdf
 
A Case Study On SQUARE GROUP Bangladesh.pdf
A Case Study On SQUARE GROUP Bangladesh.pdfA Case Study On SQUARE GROUP Bangladesh.pdf
A Case Study On SQUARE GROUP Bangladesh.pdf
 
Shopclues: Failure & Solutions in Business Model
Shopclues: Failure & Solutions in Business ModelShopclues: Failure & Solutions in Business Model
Shopclues: Failure & Solutions in Business Model
 
A Comprehensive Case Study on the IL&FS Crisis (final).pptx
A Comprehensive Case Study on the IL&FS Crisis (final).pptxA Comprehensive Case Study on the IL&FS Crisis (final).pptx
A Comprehensive Case Study on the IL&FS Crisis (final).pptx
 
3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAY
3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAY3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAY
3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAY
 
How The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K SubscribersHow The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K Subscribers
 
Optimize Your CRM Customization and Beyond
Optimize Your CRM Customization and BeyondOptimize Your CRM Customization and Beyond
Optimize Your CRM Customization and Beyond
 
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...Reframing Requirements: A Strategic Approach to Requirement Definition, with ...
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...
 
"InShorts: A Game-Changer in the Digital News Age"
"InShorts: A Game-Changer in the Digital News Age""InShorts: A Game-Changer in the Digital News Age"
"InShorts: A Game-Changer in the Digital News Age"
 

Intelligent Budget Cutting Ana 101.Doc

  • 2. 1. The Lowdown ----------------------------------------------------------------------------------- Marketers everywhere are at one time or another challenged to do more with less. In fact, many might describe their organizations as locked in a seemingly endless cycle of budget revisions throughout the year, mostly cuts. When faced with a mandated budget cut, you have essentially two choices. You can make the cuts the common-sense way you always have and then hope to recapture funding during the next cycle, or you can recommend cuts in a strategic framework that will ensure, at the very least, the true “cost” of your proposed cuts will be recognized (and perhaps even reversed somewhat). 2. Why do I need to know about it? ----------------------------------------------------------------------------------- It’s natural to feel that budget cuts signify marketing’s “losing the battle” of establishing its value in the overall mix of company investments. What’s important is to focus on “winning the war” by establishing a new set of objectives: 1. Achieve the required short-term budget reduction goals. 2. Clearly identify the expected short-term negative impacts on revenue or margins. 3. Minimize the long-term negative impacts. 4. Gain credibility for thorough, objective analysis. 5. Establish the groundwork for subsequent budget discussions. These five goals now become the measures of success. Your new plan should be to emerge from this experience with the wisdom, credibility, and strategic foundation to win in the future. 3. Where to start? ----------------------------------------------------------------------------------- When faced with budget cuts, there are four strategic frameworks that have proven to be helpful to stimulate smart, creative thinking: a) Portfolio management of products, channels, or geographies b) Customer portfolio management c) Marginal returns analysis d) Decomposition matrix
  • 3. Most companies find one or more of these frameworks applicable on the basis of how their business is structured: what information they have available; the company culture; the credibility marketing has with finance; and/or the amount of time they have to make reduction decisions. Product/Channel/Geography portfolio management This framework focuses on looking across products, channels, or geographies to identify candidates that are more/less worthy of marketing investment. There are three principal steps in the portfolio management process: 1. Evaluate each product/channel/geography along relevant performance dimensions (e.g, relative performance, relative opportunity, relative marketing and sales leverage) 2. Link evaluation scores to a recommended spend more/less strategy. 3. Compare the recommended spend strategy to the actual marketing spend strategy to identify misalignments. Customer portfolio management The second framework for strategic budget cutting is largely the same as the first, but the unit of analysis is customers (or customer segments) instead of products, channels, or geographies. Marginal returns analysis The marginal returns analysis framework uses an “S” curve as a starting point to help focus the discussion on where budget cuts are likely to have more or less impact, based upon the potential marginal return of increments/decrements to each budget item. In a classic “S” curve, initial return on marketing investment is steep as returns grow exponentially, followed by slowed and eventually ceasing growth. Decomposition Matrix A decomposition matrix is a way of decomposing proposed budgets to identify the specific factors driving a company’s shareholder value, in the process determining which cuts have the most leverage and which would have the least negative impact on shareholders. 4. The thing to remember is… ----------------------------------------------------------------------------------- Regardless of which strategic approach to budget cutting you take, there are a few keys to success to include in your process: - Define and think about your cutting objectives first, then revisit them often. Pay particular attention to the objective about “credibility” and ensure your approach will be judged
  • 4. appropriately instead of simply deconstructed for flaws. - Establish the right baseline assumptions when estimating the cost/benefit of the cuts. - Construct your business case carefully and work to cultivate cross-functional support. Enlist assistance from colleagues from finance and other non-marketing functions to ensure analytical rigor and maximize the probability of acceptance. Remember that once the budget gets cut, you and your team will have to work effectively with whatever remains, and the time horizon might be several years. So when pressed to cut, do so strategically to ensure that you have the resources and credibility to succeed when the crisis passes. Related Resources Interested in learning more about intelligent budget cutting? Sign up for complimentary (ANA members only) Webinar series, April to June 2009, with Pat LaPointe. About MarketingNPV® MarketingNPV is a highly specialized advisory firm that links marketing investments to financial value creation, providing continuous improvement in the effective and efficient allocation of marketing resources. The firm uses processes and tools tuned to measure the payback on marketing investments, track the right performance metrics, and forecast the economic impact of changes in strategy or tactics. MarketingNPV maintains the world’s largest online archive of articles and resources about marketing measurement, in addition to publishing MarketingNPV Journal. Learn more at www.marketingnpv.com. Find out how we are leading the marketing community at ana.net