Marketing performance measurement in the marketing-finance interface

Marketing and finance are both facing challenges in the constantly changing business environment. Finance is challenged to change its role from cost control to value-adding business partner while marketing needs to be able to demonstrate its accountability so how it contributes to firm performance. Finance is the key partner for marketing to prove its impact by helping marketing to measure its actions. By doing so, finance can also emphasize its business partner role. There is not a lot of research conducted of the relationship between marketing and finance departments. The aim of this study is to investigate how the professional differences of marketing and finance and their forms of cooperation affect marketing performance measurement. Literature of marketing and finance disciplines, their cooperation, performance implications of their interface as well as the roles of marketing performance measurement, performance measurement system and measures were reviewed. This research was conducted as a qualitative case study among senior management of marketing and finance in the sporting goods company. The data collected through semi-structured interviews, participant observation and secondary data was described and classified and connections were made. The results of the study show that the nature of marketing and finance disciplines has many effects on their cooperation and performance measurement. Due to the ambiguous nature of marketing, measuring its performance is still seen as a challenge but digitalization is helping the measurement. It was indicated that marketing and finance professionals need to have different skillsets in order to perform their roles effectively and thus cooperation is needed. Marketing performance needs to be measured with both financial and nonfinancial measures. Both marketing and finance interviewees highlighted the importance of marketing measures over financial measures. Measuring marketing performance comprehensively is seen as a challenge since marketing and finance cooperation is still shaped by the cost control and budget management roles, rather than performance measurement. We recognized three constraints affecting this cooperation and performance measurement: people, time and software. If marketing and finance would develop deeper cooperation, they could create comprehensive performance measurement system that improves organizational performance.

Keskeiset suorituskyvyn mittarit asiantuntijaorganisaation strategialähtöisessä tulosyksikköohjauksessa

The subject of the study is a performance measurement system design of a profit center guided expert organization. Successful performance measurement system allows management to focus on the most important issues and guide the opera-tion of activities towards the objectives. The aim of this study is to examine the profit center organization´s performance measurement, what are the challenges associated with the scorecard, which issues the planning process should take into account, in the case of an expert organization. The study was conducted as a qualitative case study, for a one case study organ-ization. The study was made by interviewing personnel from top management to experts in the case organization. Balanced Scorecard as well as ready-made in-strument implementation models, that are presented in the theoretical part of the study, are being used as the design of the indicators. The target company's performance has been measured so far mainly on financial measures and there have also occasionally been measured employee satisfaction and customer satisfaction. The design of the indicators focused on non-economic, and mainly in the organization´s internal performance measurement. Learning and growth, client and processes were elected as the specific perspectives. The or-ganization's vision and strategy were the basis of the perspectives and the suc-cess factors. The thesis ends on selected indicator proposals derived from the success factors and on proposal for further actions for the case organization. Goal-setting, communication and staff commitment rose as matters should be taken into account in the design process. The results of the empirical study are consistent with the theory.

Complementación del diseño de un sistema de información para la toma de decisiones caso FNA

La solución a las necesidades de vivienda de los colombianos, ha ocupado espacios importantes en las políticas públicas de diferentes gobiernos a lo largo del tiempo. Para ello, se han implementado diversas estrategias, que han ido desde la creación de entidades responsables de la administración de proyectos habitacionales, pasando por la incorporación de entidades oficiales y privadas que se vinculan a través de la otorgación de créditos, estimulo a la construcción de diferentes soluciones habitacionales y llegando al diseño de medidas financieras que buscan el estimulo al desembolso de créditos exequibles a través instituciones financieras. El FNA, desempeña un papel trascendental en la solución a las necesidades de los colombianos en su aspiración a tener vivienda propia, ahí se ha entendido que la vivienda usada también hace parte de la solución, para ello, se busca integrar dentro de los estudios de financiamiento del crédito, este proyecto, con el fin de que enlace vendedores y compradores, clasificados por rangos de precio de inmuebles y montos de crédito aprobado, con el fin de optimizar la labor del FNA y disminuir los casos de devolución del crédito por parte del beneficiario, a causa de ausencia de opciones de vivienda que se ajusten a su presupuesto. Así mismo dentro del marco de la Responsabilidad Social Empresarial y para dar respuesta a las expectativas de uno de los Grupos de Interés prioritario del FNA, en concordancia con una de las siete materias fundamentales que consagra la Norma ISO 26.000, denominada “Asunto de los Consumidores”, es un valor agregado a las funciones y servicios brindados por el FNA a sus afiliados para facilitarles la adquisición de su vivienda.

Desenvolvimento do Balanced Scorecard numa indústria de alimentos

Este estudo teve por objetivo desenvolver um Balanced Scorecard para uma indústria de alimentos do Vale do Taquari. O Balanced Scorecard é um sistema de avaliação de desempenho através de indicadores, desenvolvido pelos autores Robert S. Kaplan e David P. Norton. Através da identificação de um quadro equilibrado de indicadores, o Balanced Scorecard apresenta um conjunto de medidas que fornece uma visão rápida e abrangente da empresa, buscando eliminar o excesso de informação e concentrando a atenção naquelas medidas que são fundamentais. Além das medidas financeiras, que informam sobre os resultados das ações já tomadas, apresenta também medidas operacionais de satisfação do cliente; dos processos internos e atividades de inovação e aperfeiçoamento da organização. A metodologia adotada foi de natureza qualitativa voltada ao estudo de caso. Foram realizadas entrevistas e visitas à empresa buscando os dados necessários para o desenvolvimento do trabalho e definição dos indicadores, suas metas e responsáveis, para cada uma das perspectivas. O resultado do trabalho é um Balanced Scorecard, que contempla as quatro perspectivas (financeira, cliente, processos internos e aprendizado), demonstrando a relação de causas e efeitos entre os indicadores destas perspectivas, apresentando um mapa estratégico que permite visualizar o desempenho da organização frente a sua estratégia e metas definidas.

Os princípios da organização focada na estratégia: um estudo em empresas vencedoras do prêmio nacional de qualidade

The Balanced Scorecard (BSC) has been used as a communication tool and strategy monitoring, helping organizations alignment, inserting a new vision with integrated use of performance indicators nonfinancial together with some financial measures. Their proper use leads to a new management style, focused on management strategies, using for this, basically three dimensions: strategy, which should be translated as the primary responsibility for the organizational agenda, the focus that should be concentrated, and the organization with the mobilization of employees. This paper deals with theoretical considerations about strategies, strategic planning, BSC and principles of the organization focused on strategy (OFE). Describes a study of four companies that won the National Quality Award - PNQ, among which, three have adopted the BSC and adopts a particular model of strategic management. The research aimed to make an analysis of the companies regarding adherence to the five principles of OFE, proposed by the BSC, seeking to answer whether the use of BSC is a prerequisite for accession to the Principles of OFE. The results showed that the BSC is a strategic management model that promotes focus and organizational alignment and is a major facilitator in the process, however, cannot be considered a prerequisite for accession to the principles of the OFE, because the four companies studied, including the one that adopt its own model of strategic management, have great levels of adherence to such principles. Making the organization focused on strategy can be considered a natural movement essential for the strategic management, which is not necessarily conditioned by the use of BSC

Medição de desempenho organizacional nas imobiliárias: um estudo na cidade do Natal-RN

The purpose of this paper is to identify how real estate companies from the city of Natal measure their organizational performance. Traditionally these companies measure their performance using financial measures; however, the technological improvement, the internationalization of the economy and the change in consumer behavior all demand better products and services, and other measuring models. Those changes motivate organizations to continually improve the quality of their products and services. In this way, these companies need to associate their financial results to their global performance. Therefore, it is necessary to have organizational performance models that associate financial and non-financial measures to the strategies of the companies. The research also tries to identify which performance indicators are used by these companies, as well as to test a model who questions: a) if there is any relationship between managers´ characteristics and performance measuring systems´ characteristics; b) if there is any relationship between the company s characteristics and the characteristics of the measuring system used to evaluate its organizational performance and c) finally to verify if there is a relationship between the characteristics of the measuring system and the company s performance. The information which served as a basis for the study was obtained through an empirical research, with questionnaires, answered by 66 (sixty six) companies from the city of Natal, capital of the state of Rio Grande do Norte. The results show that none of the companies investigated use any of the performance measurement models proposed in the modern literature. However, they use on an isolated way some of the measures those models, including some measures from adopted in the Balanced Scorecard, as well as the benchmarking process, making comparisons with the performance of their competitors. The research also reveals that either bigger companies, companies with more experienced managers or with better performance show better performance measurement systems

Management Intensive Grazing of Stockers at the Andrew Jackson Demonstration Farm (1996 – 1998)

The Andrew Jackson Demonstration Farm (AJDF) is located in central Jackson County in east central Iowa. A board of directors operates the farm for the purpose of demonstrating different production practices and management strategies. From 1996 to 1998 management intensive grazing practices and the grazing of stockers on a combination of permanent and tillable pasture have been demonstrated. Grazing strategies or practices demonstrated during these years included establishment of Eastern Gamagrass and Big Bluestem, variable density grazing, measuring forage on-offer, estimating dry matter intake, grazing corn, pasture renovation, and fencing and water systems. Production performance data were gathered for the three years stockers that were grazed. During this time the stockers averaged 121 animal days of grazing, a 1.1 head per acre stocking rate, a 1.85 pound average daily gain, and 228 pounds of gain per acre. The financial measures evaluated the value of gain on pasture and the pasture cost of the gain. The value of gain per pound was positive for 1996 and 1997 at $.58 and $.52 whereas in 1998 it was a -$.04. Pasture costs per pound of gain ranged from $.12 to $.16. Production performance is only one part of the profit picture when evaluating a stocker operation. Buysell margins are the other significant part that can greatly impact the profit potential of a summer grazing program.

Productivity Growth and Efficiency in Indian Banking: A Comparison of Public, Private, and Foreign Banks

India's public sector banks (PSBs) are compared unfavorably with their private sector counterparts, domestic and foreign. This comparison rests, for the most part, on financial measures of performance, and such a comparison provides much of the rationale for privatization of PSBs.In this paper, we attempt a comparison between PSBs and their private sector counterparts based on measures of productivity that use quantities of outputs and inputs. We employ two measures of productivity: Tornqvist and Malmquist total factor productivity growth. We attempt these comparisons over the period 1992-2000, comparing PSBs with both domestic private and foreign banks. Out of a total of four comparisons we have made, there are no differences in three cases, PSBs do better in two, and foreign banks in one. To put it differently, PSBs are seen to be at a disadvantage in only one out of six comparisons. It is difficult, therefore, to sustain the proposition that efficiency and productivity have been lower in public sector banks relative to their peers in the private sector.

Activity based costing, time-driven activity based costing and lean accounting: differences among three accounting systems' approach to manufacturing

Choosing an appropriate accounting system for manufacturing has always been a challenge for managers. In this article we try to compare three accounting systems designed since 1980 to address problems of traditional accounting system. In the first place we are going to present a short overview on background and definition of three accounting systems: Activity Based costing, Time-Driven Activity Based Costing and Lean Accounting. Comparisons are made based on the three basic roles of information generated by accounting systems: financial reporting, decision making, and operational control and improvement. The analysis in this paper reveals how decisions are made over the value stream in the companies using Lean Accounting while decisions under the ABC Accounting system are taken at individual product level, and finally we will show how TD-ABC covers both product and process levels for decision making. In addition, this paper shows the importance of nonfinancial measures for operational control and improvement under the Lean Accounting and TD-ABC methods whereas ABC relies mostly on financial measures in this context.

Municipal research : to promote the application of scientific principles to government /

Nos. 1-56, July 26, 1913-Aug. 15, 1914, were issued weekly in the form of leaflets; no. 57-92, Jan. 1915-Dec. 1917, monthly, in the form of pamphlets, containing studies in government; no. 93-95, irregularly issued.

Developing an enterprise simulator to support electronic supply chain for B2B electronic process

The application of any e-Solution promises significant returns. In particular, using internet technologies both within enterprises and across the supply (value) chain provides real opportunity, not only for operational improvement but also for innovative strategic positioning. However, significant questions obscure potential investment; how any value will actually be created and, importantly, how this value will be shared across the value chain is not clear. This paper will describe a programme of research that is developing an enterprise simulator that will provide a more fundamental understanding of the impact of e-Solutions across operational supply chains, in terms of both standard operational and financial measures of performance. An efficient supply chain reduces total costs of operations by sharing accurate real-time information and coordinating inter-organizational business processes. This form of electronic link between organizations is known as business-to-business (B2B) e-Business. The financial measures go beyond simple cost calculations to real bottom-line performance by modelling the financial transactions that business processes generate. The paper will show how this enterprise simulator allows for a complete supply chain to be modelled in this way across four key applications: control system design, virtual enterprises, pan-supply-chain performance metrics and supporting e-Supply-chain design methodology.

Development of management accounting practices in energy operations in a forest industry Company

The aim of this master’s thesis was to map the management accounting processes and reporting of an internal service unit. The research was conducted in energy services in a forest industry company. Research questions and the results of the study are highly specific for the case unit although some generalizable features of management accounting in internal service units under shared services were searched. The research was carried out as a qualitative action research and a single case study. Internal benchmarking was used to find best practices from other units and to get a comprehensive understanding of the financial processes of the case company. Empirical data for the study was collected with participant observation, interviews of experts and by exploring internal company documents. A literature review was conducted to outline the subject and to support the study. Although the management accounting processes of the case unit were found to be on a good level, some improvement ideas were presented. Results of the research show that the needs of the customers are in the key role in the processes of an internal service unit. Management accounting and reporting need to support the company strategy and management decision-making. To evaluate the performance of the service unit both financial and non-financial measures are needed.

A mensuração e articulação de objetivos qualitativos na avaliação de desempenho : o caso do Grupo Pestana

Mestrado em Contabilidade, Fiscalidade e Finanças Empresariais