Thesis (Ph.D.)--Drexel University, 2008. / Includes abstract and vita. Includes bibliographical references (leaves 124-143).

In this thesis it is recognised that marketing has a dual role to satisfy both customer and shareholder objectives. The issue of shareholder value creation of marketing is an important and immediate agenda for marketing executives, management and academics. To date, marketers have not been able to adequately quantify and measure shareholder value creation through marketing assets and marketing expenditure. This has led to a dilution of marketing power and influence in the boardroom with management tending to treat marketing as discretionary expenditure and not as an asset. Academics have responded with conceptual models that relate marketing assets back to shareholder value, generally through cash flow or sales models. The creation of shareholder value through marketing assets and expenditure is then conceptualised and tested empirically. The conceptual model builds on the theory of agency and incomplete markets setting to illustrate the flow effects through marketing assets to shareholder value. The conceptual model also demonstrates that marketing expenditure can have stock and/or flow impacts on shareholder value. Flow effects are indirect effects that are mediated through sales, cash flows, and earnings and can be either temporary or longer term. It is concluded that in listed markets stock prices are the general surrogate for shareholder value, and risk adjusted earnings are the appropriate surrogate in non-listed markets. The thesis then empirically illustrates and tests the relationships between marketing communications expenditure on two data sets representing firms in listed and non-listed settings. The empirical results reveal that marketing expenditure does play an important role in the creation of shareholder value and that stock and flow effects are both present. Knowledge of the various empirical impacts from marketing across firm size, industry and listed and non-listed market settings observed in this thesis should prove highly valuable for marketers and managers. Finally, a conceptual understanding by marketers of the financial metrics that are required to be influenced in order to increase shareholder equity will provide greater clout in negotiations with management and boards of directors.

This thesis is concerned with accounting for the brand management function. Two distinct perspectives are taken: the first derives from aspects of organisational and behavioural accounting research, and the second concerns organisational implications of brand valuation. Both perspectives were initially approached by means of exploratory interviews and a literature review. Hypotheses pertaining to the first perspective were analysed via survey data collected in nine strongly-branded, fast-moving consumer goods (FMCG) companies. Propositions concerned with the implications of brand valuation were developed and used as the basis for measuring attitudes to brand valuation. A questionnaire concerned with brand valuation attitudes was administered to senior-ranking officials in strongly-branded, FMCG companies. The final methodological phase, for both perspectives, involved a case study conducted in a strongly-branded, FMCG company. Significant findings arising from this study include: 1) Managers who see their company as being short-termist, hold more positive attitudes to brand valuation. 2) Marketing-orientated managers are more favourably disposed to brand valuation than accounting-orientated managers. 3) Organisational benefits arising from brand valuation are more strategically, than operationally, orientated. 4) Brand manager budget participation is significantly negatively-related to job-related tension, and positivelyrelated to trust in superior and attitude to reliance on accounting performance measures. 5) Budget participation is more effective in reducing jobrelated tension in situations of high, compared to low, task uncertainty situations. 6) Reliance on a brand manager's accounting performance is positively related to brand manager performance and motivation, and negatively associated with job-related tension.

This thesis is concerned with accounting for the brand management function. Two distinct perspectives are taken: the first derives from aspects of organisational and behavioural accounting research, and the second concerns organisational implications of brand valuation. Both perspectives were initially approached by means of exploratory interviews and a literature review. Hypotheses pertaining to the first perspective were analysed via survey data collected in nine strongly-branded, fast-moving consumer goods (FMCG) companies. Propositions concerned with the implications of brand valuation were developed and used as the basis for measuring attitudes to brand valuation. A questionnaire concerned with brand valuation attitudes was administered to senior-ranking officials in strongly-branded, FMCG companies. The final methodological phase, for both perspectives, involved a case study conducted in a strongly-branded, FMCG company. Significant findings arising from this study include: 1) Managers who see their company as being short-termist, hold more positive attitudes to brand valuation. 2) Marketing-orientated managers are more favourably disposed to brand valuation than accounting-orientated managers. 3) Organisational benefits arising from brand valuation are more strategically, than operationally, orientated. 4) Brand manager budget participation is significantly negatively-related to job-related tension, and positivelyrelated to trust in superior and attitude to reliance on accounting performance measures. 5) Budget participation is more effective in reducing jobrelated tension in situations of high, compared to low, task uncertainty situations. 6) Reliance on a brand manager's accounting performance is positively related to brand manager performance and motivation, and negatively associated with job-related tension.

В ходе диссертационного исследования был выявлен недостаток исследований социальных сетей в области формирования актива маркетинговых знаний, было проведено исследование роли социальных сетей в формировании нематериального актива маркетинговых знаний. Был разработан и апробирован алгоритм формирования нематериального актива маркетинговых знаний на предприятии посредством социальных сетей. / In the course of the dissertation research, was revealed a lack of research of social networks in the field of formation of an asset of marketing knowledge, was made a study of the role of social media in the formation of an intangible asset of marketing knowledge. An algorithm for the formation of an intangible asset of marketing knowledge in an enterprise through social media was developed and tested.

La littérature attribue au marketing un rôle d’interface et de connexion avec l’extérieur, renforçant le postulat d’un marketing naturellement « ouvert ». Toutefois, l’ouverture de l’organisation marketing spécifiquement n’est pas si évidente. Dans un article théorique, Day (2011) introduit le concept d’Open Marketing, défini comme la capacité de l’organisation de s’ouvrir à des réseaux de partenaires pour capter des insights et capacités marketing afin d’enrichir le marketing de l’entreprise. Le concept est intéressant, mais sa définition n’est pas formalisée et présente des lacunes. De plus, la question de l’apprentissage et du renforcement de l’organisation marketing grâce au réseau de prestataires est peu traitée dans la littérature. Aussi, dans une visée compréhensive, la thèse propose de répondre à la problématique suivante : « Quelle compréhension offrir du concept d’Open Marketing et de son intérêt pour renforcer les ressources, les capacités et les compétences marketing dans l’organisation ? ». Deux études empiriques qualitatives sont conduites. L’étude 1, de nature exploratoire, génère plusieurs résultats. (1) Une conceptualisation claire et validée empiriquement de l’Open Marketing est apportée. Le postulat normatif d’ouverture est d’ailleurs remis en cause : les organisations marketing ne s’appuient pas toutes sur leur réseau de prestataires pour développer les ressources et les compétences de leurs collaborateurs avec la même intensité, ni avec la même intention stratégique. (2) Les dimensions et formes du concept sont mises à jour : deux types d’Open Marketing (Organisé et Intuitif) et deux modes d’Open Marketing (Orchestration et Maîtrise) sont distingués. (3) Une analyse du contexte permettant à l’Open Marketing de se déployer est fournie. (4) Une décomposition du flux d’apports provenant du réseau de prestataires en ressources, capacités et compétences marketing est proposée, illustrant les actifs qui peuvent être captés par les collaborateurs marketing dans le cadre de l’Open Marketing. L’étude 2 se base sur l’étude d’un cas d’Open Marketing « Organisé » et d’un cas d’Open Marketing « Intuitif ». Elle montre que la structure relationnelle dans laquelle se déploie l’Open Marketing influence les apports captés et le processus de captation de ces apports. Au final, la thèse montre aux organisations marketing l’intérêt de s’ouvrir et de déployer une capacité d’Open Marketing pour développer les connaissances et compétences de leurs collaborateurs à budget constant, grâce au réseau de prestataires marketing extérieurs. / Marketing has been given a strong interface and connection role within the literature, creating the assumption of a naturally “open” marketing. However, specifically, the opening of the marketing organization is not so obvious. In a theoretical paper, Day (2011) introduces the Open Marketing concept, defined as a capability to open the marketing organization to partners’ networks so as to gain marketing insights and capabilities in order to enrich the firm’s marketing. The concept is interesting, but its definition is not formalized and presents some drawbacks. Besides, the literature does not fully address the question of the marketing organization’s learning and enrichment thanks to marketing suppliers’ networks. Therefore, in a comprehensive intent, our work aims at answering the following question: “Which comprehension can be offered of the Open Marketing concept and of its interest to develop the organization’s marketing resources, capabilities and competences?” We conduct two empirical qualitative studies. Study 1 is exploratory and leads to several results. (1) A clear and empirically validated conceptualization of Open Marketing is brought to the literature. Besides, the normative “opening” assumption is reversed: marketing organizations do not rely on their suppliers’ network to develop their employees’ resources and competences with the same intensity and strategic intent. (2) The dimensions and forms of Open Marketing are revealed: two Open Marketing types (Organized and Intuitive) and modes (Orchestration and Mastery) are distinguished. (3) An analysis of the context allowing the Open Marketing deployment is offered. (4) The inputs flow coming from the suppliers’ network is disaggregated into marketing resources, capabilities and competences, thus illustrating the assets that can be captured by marketing employees in the Open Marketing process. Study 2 is a case study of an “Organized” Open Marketing organization and an “Intuitive” Open Marketing organization. It shows that the relational structure in which Open Marketing is deploying influences the inputs captured, as well as the process through which these inputs are gained. Finally, the thesis shows to marketing organizations that it can be interesting to engage in an opening process and to deploy an Open Marketing capability in order to develop marketing employees’ knowledge and competences, without supplementary expenses, thanks to the marketing suppliers’ network.