Marketing Metrics Flashcards

1
Q

Why are sustainability metrics important?

A

It provides a broader view of company performance, beyond financial performance. Corporate responsibility is broadened. It is a reflection about the role of the business in relation to society (as a means to foster security, health, education, democracy) and to the environment (in terms of safeguarding the ecosystem from natural resources depletion).

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2
Q

What are some examples of sustainability goals?

A
  • Increase in women in leadership positions. (People)
  • Lowering Co2 emissions. (Planet)
  • Move to sustainable energy. (Planet)
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3
Q

What is CSR?

A

The notion of corporate social responsibility (CSR) points to the desirability/necessity that firms broaden their responsibility beyond (crude) financial growth.

CSR states that corporations should generate simultaneously economic, social and environmental value.

There is a variety of interests at stake for any business.

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4
Q

What are the main foundations of the stakeholders view? How is this different than the stockholder view?

A

1 - Moral (when shareholders focus on profits only, there is still a bigger impact to society: when ees are fired or go unpaid, financial bailouts are funded publicly)

2 - Instrumental (empirical/ pragmatic)
Evidence suggests that managing stakeholders strategically increases the likelihood of success.

Stakeholder view provides a broader view of company performance, beyond financial performance. Corporate responsibility is broadened. It is a reflection about the role of the business in relation to society and to the environment. There isn’t a method equivalent to financial accounting to show social environmental value/impact of a business.

Stockholder view does not question how the business is organized and its role in society, but rather how its money is spent. Financial reports focus on showing financial value generated for shareholders.

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5
Q

What is the difference between a price leader and a cost leader?

A

Price leader: selling at a higher price
To be a price leader, for customer’s to pay more, you need to have a quality product and good satisfaction. A high churn rate could show issue with a product itself.

Cost leader: selling at a lower price.
You can tell if a company is a cost leader, as they would have a higher number of units sold and less revenue.

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6
Q

What are the two questions considered when thinking about stakeholders?

A

1 - Who (or what) are the stakeholders of the firm? Calls for normative theory of identification to explain why managers should consider certain classes of subjects as stakeholders.

2 - To whom (or what) do managers pay attention? This calls for a descriptive theory of stakeholder salience, to explain conditions under which managers do consider certain groups of subjects as stakeholders - salience.

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7
Q

What is the normative approach to stakeholder identification?

A

Freemans definition of stakeholder “Any group or individual who can affect or is affected by the achievement of organization’s objectives”

Definition highlights a two way relationship. Needs to identify primary stakeholders and then uncovering the interests of each stakeholder through a stakeholder analysis.

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8
Q

What is the process for stakeholder analysis?

A

A stakeholder analysis allows managers to identify and characterize the parties who will be affected by or who affect important decisions.

Thinking of power implications, look at equity (stockholders, partners those with voting power), economic (interest but no ownership, employees, customers, suppliers) and influencers (interest in firms actions, consumer advocates, trade organizations, media).

Thinking of prioritization: the power to influence the firm, the legitimacy of the relationship to the firm and the urgency of the stakeholder’s claim on the firm.

Salience = relevance or importance.

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9
Q

How do you prioritise stakeholders?

A

You prioritize stakeholders based on power, legitimacy and urgency.

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10
Q

What are the 3 pillars of sustainability reporting?

A

ESG: Environment, Social and Governance (economic)

CSR statements should generate ESG information simultaneously.

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11
Q

What is the push/pull of reporting ESG issues?

A

Reporting ESG issues is PULLED by stakeholders (positive financial impact for business, specific interests of investors i.e. climate change, and sustainable investing i.e. green bonds)

Reporting ESG issues is PUSHED by requirements of the reporting, i.e. UN sustainable development goals or EU regulations.

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12
Q

In ESG reporting, what is the difference between framework and standards?

A

Frameworks provide principle based guidance on how info is structured, prepared and what broad topics are covered.

Standards provide specific, detailed and replicable requirements. Standards make frameworks actionable and are WITHIN frameworks.

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13
Q

What is the Global Reporting Initiative?

A

The Global Reporting Initiative is the most widely adopted sustainability reporting guidelines, and takes steps towards standardisation of accounting for social value.

Preparing a report with the GRI standards indicates that the doc provides a full and balanced picture of a business’ relevant sustainability topics and their impacts, as well as how these impacts are managed.

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14
Q

What are the two approaches to using GRI?

A

GRI, The Global Reporting Initiative is used in 2 ways:

Core, which is the minimum info needed to understand the nature of the organization. The flexibility is what makes GRI more accepted as a voluntary program.

Comprehensive, which requires disclosures on organzational aspects including ALL topic specific disclosures.

Omissions must include the reason they are left out - like n/a, confidentiality constraints, legal prohibitions, information unavailable (and what steps are being taken to obtain the info and timeframe).

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15
Q

How do you rate sustainability? What are two important rating systems?

A

Rating sustainability helps internalize and improve business commitment to sustainable development in a way that it can be demonstrated to all stakeholders. Ratings are an efficient tool for investors.

Covalsence Ethical Quote: CEQ is a market index tracking reputation for worlds largest companies on ESG corporate dimensions of firms ethical performance. Analyzes companies based on level of reposting, communication, endorsements and controversies.

Global RepTrack has annual reports on reputation of corporations and places, based on three pillars: REPUTATION, BRAND, ESG.

This scoring system measures how stakeholders view companies ESG performance and have become a priority for the public and powerful indicator of consumer behavior. Low ESG score, 20% willingness to buy. High ESG score, 60% willingness to buy.

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16
Q

What are the two limits of the DuPont model in modeling firm performance?

A

The DuPont model allows firms to analyze Return on Assets (ROA)/ an inward focus.

There are two limitations:
1. You don’t have a value for intangibles like brands, patents – and are therefore not represented accurately in a balance sheet. This value also changes with time.

  1. DuPont model focuses on the production part of the company, not sales (revenue) and marketing. It focuses on becoming more efficient by reducing costs, but a marketer would instead look at how good they are at generating sales.
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17
Q

What is the starting point to measuring firm performance for management?

A

The starting point is always the marketing mix: Price, Promotion, Product, Place. You need to understand the relationships in order to make decisions, and understand to which extent there is a positive or negative effect. (If you raise advertising costs, you may increase sales).

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18
Q

What is ID and EM in terms of marketing dashboards?

A

ID and EM are two alternative ways of modeling performance. Usually marketing metrics include both, to help support effective marketing decisions.

ID (adopt identities) is what is used in the DuPont model. ID may be used to estimate metrics that are difficult to measure directly (assumptions are required).

It may be necessary to adopt empirical relationships (EM) when modeling. EM results from an estimation process based on data. EM may rely on constructs that must be measured indirectly, through indicators.

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19
Q

What are the decisions associated with the elements of the marketing mix?

A
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20
Q

What is the purpose of market size analysis? Market potential?

A

The purpose of market size analysis is to identify business opportunities, envision appropriate business strategies and to calibrate business investments (like R&D and/or product development.

The market potential depends on definition of consumer groups and the marketing environment. Can be expressed in sales volume (#) or sales revenue ($).

Market potential helps make decisions about:
Intro of new products
Allocation of marketing investments
Location of new stores
Creation of new distribution channels

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21
Q

What is the purpose of a market share analysis? How do you calculate it?

What is relative market share?

A

The purpose of a market share analysis is to see how well a firm is doing against its competitors.

Unit market share % = unit sales/ total market unit sales
Revenue market share % = sales revenue/total market revenue

Relative market share helps assess how well a firm is doing in its relative position in the market - against the leading competitor.

Relative market share = firm’s market share/leading competitor’s mkt share

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22
Q

What is BDI?

A

BDI is the Brand development index, and this quantifies how well a brand is performing within a specific group of customers, compared with its average performance among all consumers.

CDI = category development index. Category is any product with different characteristics that meets the same need.

CDI tells us how strong the category is and allows us to assess our relative strength with BDI, as an example if it CDI is 1.5 and our BDI is 1.5, we know the category is strong in this place, not necessarily a strength we have. If our BDI is 1.5 but the CDI is .9, we can see we are performing better than the category.

High BDI/High CDI = high market share, good market potential.
Low BDI/High CDI = low market share, good market potential
Low CDI/High BDI = High market share, monitor for sales decline
Low CDI/Low BDI = low market share, poor market potential

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23
Q

What is the Herfindahl Index used for?

A

The Herfindahl index is used to calculate market concentration. It shows the degree to which a relatively small number of firms accounts for a large proportion of the market.

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24
Q

What is the purpose of market penetration?

A

The purpose of market penetration is to measure brand or category popularity.

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25
Q

What is demand’s price elasticity?

A

Demand’s price elasticity is the responsiveness of demand to a small change in price. It is the % change in Volume associated with 1 pp change in Price.

the higher the price, the quantity will go down; we need to see to which degree. It is an “elastic” demand if it is more gradual. If it is a steep decline, it is considered “inelastic” demand.

Elasticity = 0 in the graph, is it inelastic and a vertical line. You can change price and people will not change quantities. It is difficult to find products like this. 0 is an indicator of absolute inelasticity.

Elasticity = 1 in the graph, that increase 1% change in quantities = 1% decrease change in price (in percentage points). Over 1, you have an elastic situation.

With this information, you can decide how much weight to put on price, vs other items like place. The more you are targeting the mass market, the more price is elastic. In luxury, you have a lot of inelasticity.

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26
Q

How does a manager use marketing metrics and choose which ones to use?

A

Metrics should be focused on learning; some metrics will tell you what happens, others can tell you why it happens.

You use your metrics to establish a narrative / link the metrics in a logic model. Then you can determine what should be done.

The starting point is always the marketing mix: Price, Promotion, Product, Place

27
Q

How can you increase your share of the market?

A

You look at market potential gap, to increase your share of the market you can look into consumer behavior = those who do not use the product and light uses. Is it a place issue for example, they don’t have access to it? If the problem is the product itself, it is out of the hands of marketing.

28
Q

What are the three phases of customer value?

A

Customer Value = Firm Value

Logic is to focus on retention, as it is more expensive to get new customers than retain them. Retention will also acquire new customers via word of mouth.

The three phases are intertwined and are:
Acquisition
Retention
Evolution (Requires customer marketing)

29
Q

Why is customer counts useful?

A

Customer counts (part of Customer tracking) is useful for analyzing and tracking behavior. (Tracking customers, not sales)

Easy to count customers in contractual situations. In non-contractual situations, you can look at direct-mail registration/warehouse clubs/shopper cards… but w/o this info you can only do volume of sales and trends analysis.

30
Q

What is the recency #?

A

The length of time since a customer’s last purchase. (Active customer/ length of timing is determined by firm).

31
Q

What are the acquisition metrics?

A

The Customer Acquisition Rate (rate of entry) is the percentage of customers that enter the market in a specified period of time. It answers the questions:
- measure against market growth to see ability to attract new customers
- if you are growing, can see how fast you need to meet demand
- for start ups and expanding businesses, help know when economies of scale are worthwhile

Acquisition cost is the ratio between acquisition spending to number of customers acquired during a period of time. Ex costs: advertising, influences, conferences, etc.

32
Q

What are some retention metrics?

A

Customer Retention rate, 0-1, value should be higher indicating a better capacity to retain every acquired customer.

Churn rate, opposite of loyalty. No longer buying the product.

Customer retention cost, the ratio of retention spending directed toward a group of customers to the number successfully retained. Hard to distinguish between acquisition costs and retention costs.

33
Q

What are some customer evolution metrics?

A

Customer satisfaction (best indicator of how likely it is that the firm’s customer will make more purchases. Does not provide actions in terms of strategy, lower score require additional analysis.

Customer Lifetime (CLE), the expected relational life of a customer, related to Customer Retention Rate.

34
Q

What are key things to note about representation of customer profitability?

A

Customers are grouped in tiers based on profitability, with general rules of thumb of action for each.

i. top tier/ 10% most profitable : reward, do not lose them
ii. second tier/ middle range: grow/develop
iii. third tier: no profit or generating losses. fire. (keep only if a logical reason, image, word of mouth).

Note: profitability is not the only info useful to decide which customers to serve, legal environment, network effects or relevant fixed acquisition costs may motivate to continuing to serve unprofitable customers.

35
Q

What is Customer Lifetime Value? What are the 4 assumptions?

A

Customer Lifetime Value is intended to predict value of future profit flows associated with an individual customer over the length of time the firm can retain them.

Discount rate = the minimum level of profitability you would accept from a business.

CLV is for customers ALREADY acquired. It has 4 assumptions?
- Margins are constant over time
- CPR (Customer Profitability Rate) constant over time
- A customer not retained is a customer lost for good
- Infinite time horizon (some companies calculate 4 or 5 yr CLV)

36
Q

What is Prospect LifeTime Value? What would tell you that your PLV strategy is working?

A

PLV applies to prospects, the value expected from each prospect.

When PLV > 0 (positive), your strategy is working and it is convenient to continue to spend on acquisition spending. Even small but positive values have a considerable amount of impact on a firm.

37
Q

What are 3 strategies to leverage satisfaction and loyalty?

A

Upselling (related and complementary products)
Trading up (customer adoption of higher value products)
Cross selling (higher variety and number of products sold to the same customer based

38
Q

What is NPS Score? How is it calculated?

A

NPS is Net Promoter Score, it measures satisfaction and loyalty.

NPS % = percentage of promoters - percentage of detractors

39
Q

What are the two main challenges of marketing?

A

1 - to ensure that customers desire a product (pull marketing)
2 - ensure they are given opportunities to buy (push marketing)

Firm’s capacity to face these issues depends on:
1 - their salesforce
2 - their distribution channels (direct, retail, wholesale, agent/broker)

If you know your market very well, you are more likely to use direct or retail channels. If you do not, you may try agent (stick with one producer) or broker(offer multiple products/services).

40
Q

What are sales force metrics used for?

A

Salesforce metrics are used by managers to steer their sales force. It includes coverage, goals, results and compensation.

Coverage looks at the territories, which is usually based on workload, sales potential, size (compacting territories to minimize travel time) and change (minimizing disruption during the redesign).

Goals are needed to motivate sales people but should not be set to high or too low, they should be SMART. They can be based on prior year sales (more accommodating to the sales force), on the potential of a territory (harder) or both/combined method.

41
Q

What are some evaluation of sales force performances/ results?

A

1 - Revealed preferences, or data on behaviors like effectiveness. The higher the value the more effective the person is that you are evaluating.

a - Units per Transaction (higher UPT the more items purchased during each sales visit)

b - Average Sales per Transaction (measures the salesperson’s productivity and ability to capture customer’s interest, i.e. performance)

c - Sales per Employee’s Hour

2 - Stated preferences (data regarding opinions)

42
Q

What is compensation?

A

Compensation is the amount that a company plans to pay a salesperson over the year. It includes: salary (guaranteed sum of money) and incentives, including bonus (lump sum for reaching certain sales targets) and commission (incremental incentive earned on each sale)

When designing the comp plan, a manager should consider the level of pay, mix between salary and incentive, performance measures and performance pay out relationships.

43
Q

What is pipeline anaylsis?

A

Pipeline analysis is used to track the progress of sales efforts, to forecast short-term sales and to evaluate sales force workload.

44
Q

What is distribution channel analysis?

A

Distribution channel analysis is the second way to overcome the challenge of giving the customer the change to find and purchase your product.

45
Q

What does category performance ratio % show you?

A

Category performance ratio shows you the PCV/ACV (product category volume over all commodity volume).

This ratio gives insight to whether a brands’s distribution network is more or less effective in selling the category.

If a distribution network’s category performance ratio is greater than 1, then the outlets in that network perform comparatively better in selling the category in quester, relative to the market as a whole.

Think of Madre’s Tortillas example.

46
Q

What does asset turn over tell you?

A

Asset turn over tells you how efficient a company is. If you have a lower number, you are less efficient.

47
Q

What are some things to note about the employee ratio?

A

Ratio calculates the revenue generated by the organization per employee. Measures the productivity and efficiency of the workforce in generating revenue.

A good revenue per employee ratio is context specific, you can also analyze it against trends within the industry.

A lower ratio may be acceptable for capital intensive industries, as they may have significant investments in infrastructure and equipment.

Start ups and smaller companies may have higher ratios as they focus on scaling operations and achieving profitability. Larger companies may have lower ratios due to a higher number of support staff and more diversified revenue stream.

48
Q

What are you looking for in the current ratio and quick ratio?

A

In the current ratio, which is measuring the company’s ability to cover short term liabilities, you would like to see a higher current ratio (typically above 1), which would show better short term liquidity.

In the quick ratio, inventory is excluded. Higher ratios (typically above 1) indicates stronger liquidity and reduced reliance on inventory to meet short term obligations.

For cash ratio, under .5 is risky.

49
Q

What is important to know related to financial leverage?

A

Financial leverage refers to the use of borrowed funds (debt) to finance investments or operations with the aim of increasing potential returns on equity. It involves using debt or other fixed-interest sources of capital to amplify the potential returns to shareholders.

Higher may indicate higher risk, especially for companies that are less stable financially <– as this implies a larger proportion of debt relative to equity and potentially higher interest payments. Still important to consider other factors, like cash flow, profitability and ability to pay debt. (Ability to pay debt = quick ratio and current ratio. Higher = better ability to pay)

50
Q

What is important to know with ROS, ROE and ROA?

A

These are all metrics for profitability.

Generally higher numbers mean higher returns and better financial performance. It is all dependent on specific company and industry.

51
Q

What is important to know for quality of income?

A

Quality of income refers to sustainability and stability of company’s income stream.

This metric should be less than 1.

52
Q

What is important to know about inventory turnover?

A

Inventory turnover is part of efficiency metrics. It should be a higher number and is generally between 4 -6.

53
Q

What is important to know about Times Interest Earned?

A

This is related to solvency , which refers to the ability of a company to meet its longterm financial obligations. IT measures whether an entity has sufficient assets to cover its liabilities, both current and future.

Higher than 2.5 is unacceptable risk. 1 - 1.5 is considered a good number.

54
Q

What are market tests?

A

Market tests are way to see if stock is under or over valued.

Price/Earnings Ratio: The lower the ratio is better for business plus investors, on average is 20-25.
Dividend Yield Ratio: Better higher as an investor. Shows dividends paid each year.

55
Q

What is price leader?

A

A price leader is selling at a higher price/ could be higher quality, could be better service or niche market.

56
Q

What is a cost leader?

A

Cost leader is selling at a lower price. You can see this b/c there will be higher units sold and less revenue.

57
Q

What is important to know about market penetration ratios?

A

These are important for deciding about strategy to expand or acquire. You’d like to see higher numbers.

Penetration share shows the acceptance of your brand within the category.

58
Q

What should we know about the cross selling index?

A

Cross selling index should be higher, more products = good. If there is a higher acquisition cost, it may be a good idea to focus on cross selling.

Cross selling increases CLV + is strategic for advertising. It prevents prospect burnout and over exposure, you can spend more on retargeting ads for repeat purchases.

59
Q

What is a good metric in the category performance ratio?

A

The number should be higher than 1.

60
Q

What is a good ratio in the PCV, Net Out of Stock?

A

The ratio should be higher.

61
Q

What should be known about inventory turns and inventory days?

A

These metrics represent efficiency. They should be lower.

62
Q

What does share of shelf represent?

A

Share of shelf represents the brand prominence.

63
Q

If you calculate the share of market on per units and per revenue terms, what can this tell you?

A

Companies with a higher revenue to their units, means they are practicing a price strategy.

If their units are higher, they are practicing a cost strategy.