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Return on Marketing Investment

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Return On Marketing Investment: An attempt to calculate ROMI
Overview
Performance measures have been used to assess the success of organisations. The modern accounting framework dates back to the middle ages and since that time assessment of performance has predominantly been based on financial criteria (Burns, 1998). Double entry accounting systems were developed to avoid disputes and settle transactions between traders (Johnson, 1983). By the start of the twentieth century the nature of organisations had evolved and ownership and management were increasingly separated. As a result, measures of return on investment were applied so that owners could monitor the performance that managers were achieving (Johnson, 1983). Since that time …show more content…

Some companies are also appointing marketing controllers to review budget items and expenses. Increasingly, these controllers are using business intelligence software to create digital versions of marketing dashboards that aggregate data from disparate internal and external sources (Online – Citeman network).
Literature Review:- “Marketing must ensure that finance doesn’t view it as a discretionary expense, but as a value driver, or an investment. That makes it harder for budget changes to be justified. It is uncommon for the marketing budgets to be seen as a growth driver. Marketing departments need to prove that they have to prove that the money that they spend is logically utilised and obtains ROI” (Steering group, CIM. 2001). At times of economic disturbances it becomes important for all the departments to be accountable for the expenses that they do. This introduces the need for measurement, as without measurement it is impossible to be accountable. “For firms to measure the return on marketing, it is essential for them to treat marketing expenditures as an investment” Schultz & Gronstedt, 1997. “Traditionally many firms have viewed marketing as a short-term expense (Rust, Lemon, & Zeithaml, 2004) to be indulged when finances are plentiful, and cut in times of hardship. This led top managers to constantly evaluate their strategic marketing initiatives (Roland et al, 2004). However, only through treating marketing

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