activity and by extension, with those professionals involved. In this  translation - activity and by extension, with those professionals involved. In this  Indonesian how to say

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activity and by extension, with those professionals involved. In this context, marketing practice is frequently labeled as thriftless and short of adequate assessment measures, namely in terms of the connection between actions and results.

Despite the proliferation of financial and no financial isolated measures, marketing performance as a whole, translated into a clear and reliable universal instrument by which the respective merits can be evaluated, has received limited attention in the literature (Ambler and Riley, 2000). Additionally, marketing as a discipline has focused more on results than on the processes and systems enabling them (O’Sullivan et al., 2009; Grewal et al., 2009).

Traditionally, marketing productivity analysis (mainly from an efficiency perspective) and the marketing audit concept (mainly from an effectiveness perspective) have dominated the approaches to marketing performance assessment. But neither of these two approaches by themselves provide a complete framework for an integrated evaluation, due to conceptual and implementation limitations (Morgan et al., 2002):

(1) Marketing productivity analysis – This type of analysis assumes that both inputs and outputs can be assessed accurately. Tangible inputs and outputs (costs and revenues) can be measured relatively easily and accurately, but less tangible ones are typically more difficult to assess. Productivity analysis also largely ignores time lag differences between marketing inputs and their effect on outputs. Finally, productivity analysis focuses upon the amount and not the quality of marketing inputs and outputs.

(2) Marketing audits – Apart from conceptual weaknesses - the majority of existing checklists were developed with few concerns for psychometric properties – there are also implementation problems that can occur along the process: in the objective-setting stage, data collection stage, or report presentation stage (Kotler et al., 1989).

3.2 Marketing metrics

A historical revision of the subject (Clark, 1999) suggests that marketing measures have evolved in three consistent directions over the years:

(1) from financial measures to no financial measures;

(2) from output measures to input measures; and

(3) from one dimensional measures to multidimensional measures.

Initial works on performance measurement were largely directed to the analysis of productivity and profitability of a company’s marketing efforts. Sevin (1965) can be considered the main author of this work stream, and his book Marketing Productivity Analysis is still a masterpiece of the specialized literature. Other important contributions include Feder (1965), Goodman (1970) and Mossman et al. (1974).

The 1970s and 1980s brought an enlarged conception of output that included no financial measures, since there are important marketing elements that are not translatable by traditional financial dimensions. Financial indicators are snapshots of the present and say little about marketing’s future health. Market share indicator attracted much attention during this period, due to work at Boston Consulting Group in the early 1970s. At the academic level we must emphasize studies by Buzzell et al. (1975) and Buzzell and Gale (1987) under the Profit Impact of Marketing Strategies (PIMS) project.
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activity and by extension, with those professionals involved. In this context, marketing practice is frequently labeled as thriftless and short of adequate assessment measures, namely in terms of the connection between actions and results.Despite the proliferation of financial and no financial isolated measures, marketing performance as a whole, translated into a clear and reliable universal instrument by which the respective merits can be evaluated, has received limited attention in the literature (Ambler and Riley, 2000). Additionally, marketing as a discipline has focused more on results than on the processes and systems enabling them (O’Sullivan et al., 2009; Grewal et al., 2009).Traditionally, marketing productivity analysis (mainly from an efficiency perspective) and the marketing audit concept (mainly from an effectiveness perspective) have dominated the approaches to marketing performance assessment. But neither of these two approaches by themselves provide a complete framework for an integrated evaluation, due to conceptual and implementation limitations (Morgan et al., 2002):(1) Marketing productivity analysis – This type of analysis assumes that both inputs and outputs can be assessed accurately. Tangible inputs and outputs (costs and revenues) can be measured relatively easily and accurately, but less tangible ones are typically more difficult to assess. Productivity analysis also largely ignores time lag differences between marketing inputs and their effect on outputs. Finally, productivity analysis focuses upon the amount and not the quality of marketing inputs and outputs.(2) Marketing audits – Apart from conceptual weaknesses - the majority of existing checklists were developed with few concerns for psychometric properties – there are also implementation problems that can occur along the process: in the objective-setting stage, data collection stage, or report presentation stage (Kotler et al., 1989).3.2 Marketing metricsA historical revision of the subject (Clark, 1999) suggests that marketing measures have evolved in three consistent directions over the years:(1) from financial measures to no financial measures;(2) from output measures to input measures; and(3) from one dimensional measures to multidimensional measures.Initial works on performance measurement were largely directed to the analysis of productivity and profitability of a company’s marketing efforts. Sevin (1965) can be considered the main author of this work stream, and his book Marketing Productivity Analysis is still a masterpiece of the specialized literature. Other important contributions include Feder (1965), Goodman (1970) and Mossman et al. (1974).The 1970s and 1980s brought an enlarged conception of output that included no financial measures, since there are important marketing elements that are not translatable by traditional financial dimensions. Financial indicators are snapshots of the present and say little about marketing’s future health. Market share indicator attracted much attention during this period, due to work at Boston Consulting Group in the early 1970s. At the academic level we must emphasize studies by Buzzell et al. (1975) and Buzzell and Gale (1987) under the Profit Impact of Marketing Strategies (PIMS) project.
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aktivitas dan dengan perpanjangan, dengan orang-orang profesional yang terlibat. Dalam konteks ini, praktek pemasaran sering dicap sebagai pemboros dan pendek dari langkah-langkah penilaian yang memadai, yaitu dalam hal hubungan antara tindakan dan hasil.

Meskipun proliferasi keuangan dan tidak ada tindakan terisolasi keuangan, kinerja pemasaran secara keseluruhan, diterjemahkan ke dalam jelas dan instrumen yang universal diandalkan oleh yang manfaat masing-masing dapat dievaluasi, kurang mendapat perhatian dalam literatur (Ambler dan Riley, 2000). Selain itu, pemasaran sebagai suatu disiplin telah lebih terfokus pada hasil dari pada proses dan sistem yang memungkinkan mereka (O'Sullivan et al, 2009;.. Grewal et al, 2009).

Secara tradisional, analisis produktivitas pemasaran (terutama dari perspektif efisiensi) dan konsep Audit pemasaran (terutama dari perspektif efektivitas) telah mendominasi pendekatan untuk penilaian kinerja pemasaran. Tapi tak satu pun dari dua pendekatan ini sendiri memberikan kerangka lengkap untuk evaluasi terpadu, karena konseptual dan implementasi pembatasan (Morgan et al., 2002):

(1) analisis produktivitas Pemasaran - Jenis analisis mengasumsikan bahwa kedua input dan output dapat dinilai secara akurat. Input nyata dan output (biaya dan pendapatan) dapat diukur relatif mudah dan akurat, tetapi yang kurang nyata biasanya lebih sulit untuk menilai. Analisis produktivitas juga sebagian besar mengabaikan perbedaan waktu lag antara input pemasaran dan efeknya pada output. Akhirnya, analisis produktivitas berfokus pada jumlah dan bukan kualitas input pemasaran dan output.

(2) audit Pemasaran - Terlepas dari kelemahan konseptual - mayoritas daftar periksa yang ada dikembangkan dengan beberapa kekhawatiran untuk sifat psikometrik - ada juga masalah pelaksanaan yang dapat terjadi di sepanjang proses: (. Kotler et al, 1989). di tujuan-setting panggung, panggung pengumpulan data, atau tahap presentasi laporan

metrik 3.2 pemasaran

revisi sejarah subjek (Clark, 1999) menunjukkan bahwa langkah-langkah pemasaran telah berkembang di tiga arah yang konsisten selama bertahun-tahun:

(1) dari langkah-langkah keuangan tidak ada langkah-langkah keuangan;

(2) dari langkah-langkah output ke langkah-langkah masukan; dan

(3) dari satu langkah dimensi tindakan multidimensi.

karya awal pada pengukuran kinerja sebagian besar diarahkan untuk analisis produktivitas dan profitabilitas usaha pemasaran perusahaan. Sevin (1965) dapat dianggap penulis utama aliran pekerjaan ini, dan bukunya Pemasaran Analisis Produktivitas masih merupakan karya literatur khusus. Kontribusi penting lainnya termasuk Feder (1965), Goodman (1970) dan Mossman et al. (1974).

The 1970-an dan 1980-an membawa konsepsi diperbesar output yang termasuk tidak ada tindakan keuangan, karena ada unsur pemasaran yang penting yang tidak dapat diterjemahkan oleh dimensi keuangan tradisional. Indikator keuangan merupakan snapshot dari sekarang dan mengatakan sedikit tentang kesehatan marketing masa depan. Indikator pangsa pasar menarik banyak perhatian selama periode ini, karena bekerja di Boston Consulting Group pada awal tahun 1970. Pada tingkat akademik kita harus menekankan studi oleh Buzzel et al. (1975) dan Buzzel dan Gale (1987) di bawah Laba Dampak Strategi Pemasaran (PIMS) proyek.
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