市场营销在董事会中的作用

C O N T E N T S 4M A R K E T I N G ’ SR O L E I N T H E B O A R D R O O M5AC A S E F O R A M A R K E T I N G S E A T A T T H E B O A R D R O O M T A B L E6AD E F I N I T I O N O F M A R K E T I N G7W H A TM A R K E T I N G D O E S8T H ER O L E O F T H E B O A R D9M A R K E T I N GA S A S T R A T E G I C R E S O U R C E10A N E V A L U A T I O N F R A M E W O R K1 1V A L U I N GM A R K E T I N G P E R F O R M A N C E A N D P L A N N I N G1 2P R E V I O U SP E R I O D P E R F O R M A N C E2 2F U T U R EP E R F O R M A N C E32A C K N O W L E D G E M E N T S M A R K E T I N G ’ SR O L EI N T H EB O A R D R O O M It is time to revisit marketing’srole on the board agenda andhow to harness it effectively.This background paperhas been prepared to helporganisations and their boardsgain a better understandingof marketing’s role, itscomponents, and its impacton resources, risk, sustainabilityand performance. The purpose of this paper is toprovide board directors witha framework to understandthe performance of theirmarketing activities, andevaluate whether the firm’splans going forward takefull advantage of availableopportunities, protect againstenvironmental threats, andare adequately resourcedto succeed. directors have tended toregard it as a curious mix of artand science, less manageablethan other functions thatboards discuss and monitor. Directors may recognise thatnon-financial measures suchas customer loyalty and brandrecognition are lead indicatorsof their organisation’s financialhealth. And, indeed academicresearch demonstrates thisquite clearly. We also hope it willencourage chairs and directorsto make room at the tablefor marketing as a key itemon the board’s agenda andhelp them realise the potentialthat marketing offers forsustainable, accountablegrowth. For many organisations,marketing is the fuel thatpowers business strategy. Yet the absence of clear,embedded formulae formarketing effects on businessstrategy success makes itdifficult to factor into boardgovernance and oversight. It is intrinsic to howorganisations develop andposition their services andofferings, approach anddeliver customer service andsatisfaction, and to how theyconnect and communicatewith other businesses andthe community. It is time to revisit the potentialfor marketing activities toprove their value to the firm’spotential and to understandthe means by which thatpotential might be realised. Recent research* indicatesthat board directors citegrowth, strategy and talentmanagement as the mostcritical issues Australianboards are facing. Ultimately, marketing is criticalto how organisations find andkeep customers, make moneyand grow. * The Directors’ Cut, 2011:Deloitte’s ongoing BoardEffectiveness survey of AustralianChairs and Directors. It follows then, that a board’soversight of marketing asa driver of growth, centralthread of corporate strategy,and major factor in talentattraction and retention,is critical. Yet despite its importance,few organisations havegranted marketing a seatat the boardroom table; AD E F I N I T I O NO FM A R K E T I N G W H A TM A R K E T I N GD O E S This does not have to be atthe exclusion of other businessdisciplines. Indeed, thereare important and valuablesynergies and overlapsbetween the organisation’sdifferent functions. Theseassets contribute to value byacquiring target customersand then delivering customersatisfaction and loyalty, therebybuilding revenues and margins,and reducing risk. Marketing is the managementof the firm’s market-facingactivities. While somemarketing decisions maybe taken by a wide varietyof branches within thefirm (as with accounting),marketing has an importantrole in ensuring that thesemarket-facing activities arecoordinated and effective. T H ER O L E O FT H EB O A R D M A R K E T I N GA SAS T R A T E G I CR E S O U R C E Key marketing activities andprograms like market researchand promotional campaignsthat enhance value deliveryto the benefit of customers,employees, shareholders andthe broader community shouldbe understood by to the boardwithout a requirement fordirect, day-to-day oversightor management. 1Assess the alignment ofmarketing strategy withoverall corporate planningand financial objectives. The role of the board withregard to marketing is to: 2Ascertain thatmarketing planning hascomprehensively identifiedall major marketingpotential and environmentalthreats, and optimisedwithin this opportunity set. 3Ensure the chosenstrategy is executable,and appropriately resourcedand supported. 4Review results and outcomeson a regular basis. A NE V A L U A T I O NF R A M E W O R K P R E V I O U SP E R I O DP E R F O R M A N C E F U T U R EP E R F O R M A N C E V A L U I N GM A R K E T I N GP E R F O R M A N C EA N DP L A N N I N G Identify marketing assets.That is, understand thepotential sources of valuethat can be leveraged fromthe firms brands, customerbase, and collaborativerelationships.1 Identify significant marketissues, opportunities andrisks and