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Marketing and the Bottom Line: Assessing Marketing Performance

In: Performance Management

Author

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  • Tim Ambler

Abstract

Top management is naturally preoccupied with its firm’s wealth. You might expect it to be equally preoccupied with generating it, but the astonishing fact is that, on average, meetings of top UK management devote nine times more attention to spending and counting cash flow than to wondering where it comes from and how it could be increased.2 The monthly accounts commonly have just one line for the sales revenue from immediate customers. The rest concerns spending and storing it. The source of the cash flow — the end users — does not even get a mention.3 The same pattern characterizes many other firms in the US and around the world.

Suggested Citation

  • Tim Ambler, 2008. "Marketing and the Bottom Line: Assessing Marketing Performance," Palgrave Macmillan Books, in: Richard Thorpe & Jacky Holloway (ed.), Performance Management, chapter 10, pages 137-148, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-28894-2_10
    DOI: 10.1057/9780230288942_10
    as

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