224:) is the independent, private sector, self-governing organization that oversees the activities of the Board. It provides oversight, administration and funding for its standards-setting Board (MASB) and its Advisory Council (MAC) and selects the MASB Directors and MAC Advisors. It is authorized by its constituency to establish and improve marketing measurement and accountability standards, educate constituents about those standards, and protect the independence and integrity of the standards-setting process. The Foundation is incorporated exclusively for charitable, educational, scientific, and literary purposes within the meaning of
119:, The Boardroom Project identified the need for an industry-level authority to establish standards and ensure their continuing relevancy. They considered that the development of generally accepted common standards for measurement and measurement processes would enhance the credibility of the marketing profession, improve the effectiveness and efficiency of marketing activities, guide continuous improvement, and enable marketing to move from discretionary business expense to board-level strategic investment.
100:
lacked integration, and were not predictably tied to financial return. The
Boardroom Project considered that measurement standards are essential for efficient and effective functioning of a marketing-driven business because decisions about allocation of resources and assessment of results rely on credible, valid, transparent, and understandable information, and that consistent standards across industries and domains, developed by a transparent process, will be necessary to improve the situation.
175:
205:, range of use, sensitivity, particularly in terms of validity and sensitivity with respect to financial criteria. This is intended to remedy a situation where most commercial providers offer little detail about their measures, with most publicly available information focusing on integrated suites of products and services with little technical information.
189:
activities of a business enterprise, including marketing, should be causally linked through the validation of intermediate marketing measures; therefore the process of validating the intermediate outcome measures against short-term and long-term cash flow drivers is necessary to forecast and improve the return.
88:, is an independent, private sector, self-governing group of academics and practitioners that establishes marketing measurement and accountability standards intended for continuous improvement in financial performance, and for the guidance and education of users of performance and financial information.
99:
The
Boardroom Project found that marketing has been relegated to the “default” category (control costs) because it lacks metrics that reliably tie activities and costs to financial return. While issues surrounding metrics and accountability were not being ignored, practices were too narrowly focused,
188:
The process includes the conceptual linking of marketing activities to intermediate marketing outcome metrics to cash flow drivers of the business, as well as the validation and causality characteristics of an ideal metric. Cash flow both short-term and over time is the ultimate metric to which all
144:
The Board also intends to demonstrate how to use ideal measures according to MMAP for specific marketing activities, such as TV, on-line advertising, or other specialized activities and areas. The Board also investigates practices underlying the development and management of ideal measures as well
153:
The work of the MASB is conducted on a project basis, including the overall categories of standards, research, and concepts. Selection of priorities is based on pervasiveness of the issue, alternative solutions, technical feasibility, and resources, as well as practical consequences, convergence
127:
The
Mission of MASB is to “Establish marketing measurement and accountability standards across industry and domain for continuous improvement in financial performance and for the guidance and education of business decision makers and users of performance and financial information.”
136:
MASB sets standards and processes for evaluating marketing measurement to ensure credibility, validity, transparency, and understanding. The Board does not endorse specific measures. Rather, it documents how measures stack up against the
240:
Membership is organization-based, and open to marketers, business schools, measurement (modeling and software) providers, media providers, media and advertising agencies, industry associations, and independent consultants.
141:. The intention is that the market will select specific measures based on these evaluations. The Board's Dynamic Marketing Metrics Catalogue is intended to be the primary vehicle for documentation and publication.
154:
possibilities, and cooperative opportunities. Projects on the agenda were recommended by its charter members, with feedback from C-Level interviews. (See these links for an up-to-date list of projects:
96:
Establishment of the Board (i.e., MASB) was recommended by The
Boardroom Project (2004–2007) in response to growing demand for marketing accountability.
197:
MMAP Metric
Profiles is a catalogue of marketing metrics documenting the psychometric properties of the measures and giving specific information about
232:. Sources of funding include membership dues, projects, workshops, technical services, publications, and training, advisory and auditing services.
163:
208:
The
Metrics Catalogue is provided on the MASB website as metric providers undergo the audit and their offerings are profiled according to MMAP.
104:
145:
as practices utilized to create knowledge, determine causality, and apply the findings to process management for improved return.
307:
182:
138:
63:
404:
112:
323:
286:
433:
56:
198:
418:
185:
is a formal process for connecting marketing activities to the financial performance of the firm.
360:
261:
229:
49:
8:
225:
202:
301:
311:
290:
427:
344:
280:
155:
159:
389:
371:
359:
Plummer and Blair. "C-Level Views on
Marketing ROI." July 2008.
111:
standards, and for accounting & financial reporting with the
174:
103:
As was true for manufacturing and product quality with the
116:
108:
169:
34:
85:
211:
425:
345:"Mass of Metrics May Mean Marketers Know Less."
276:
274:
272:
57:
403:MASB. MASB Founding and Charter Members.
269:
64:
50:
263:Marketing Accountability Foundation (MAF)
339:
337:
335:
173:
78:Marketing Accountability Standards Board
17:Marketing Accountability Standards Board
397:
192:
426:
384:
382:
316:
183:Marketing Metric Audit Protocol (MMAP)
170:Marketing Metric Audit Protocol (MMAP)
139:Marketing Metric Audit Protocol (MMAP)
332:
256:
254:
324:"In Search of Brand Accountability."
379:
218:Marketing Accountability Foundation
212:Marketing Accountability Foundation
86:Marketing Accountability Foundation
13:
295:
251:
14:
445:
412:
364:
353:
1:
244:
235:
7:
164:ready for industry feedback
148:
10:
450:
327:Branding Strategy Insider.
122:
91:
45:
29:
21:
434:Marketing organizations
131:
178:
419:MASB Official Website
303:The Boardroom Project
230:Internal Revenue Code
177:
84:), authorized by the
193:MMAP Metric Profiles
350:20 September 2010.
18:
310:2011-01-08 at the
289:2011-01-08 at the
179:
16:
74:
73:
441:
406:
401:
395:
386:
377:
368:
362:
357:
351:
348:Advertising Age.
341:
330:
322:Gregory, James.
320:
314:
299:
293:
278:
267:
258:
66:
59:
52:
41:
38:
36:
19:
15:
449:
448:
444:
443:
442:
440:
439:
438:
424:
423:
415:
410:
409:
402:
398:
387:
380:
369:
365:
358:
354:
342:
333:
321:
317:
312:Wayback Machine
300:
296:
291:Wayback Machine
279:
270:
259:
252:
247:
238:
214:
195:
172:
151:
134:
125:
94:
70:
33:
12:
11:
5:
447:
437:
436:
422:
421:
414:
413:External links
411:
408:
407:
396:
378:
363:
352:
331:
315:
294:
268:
249:
248:
246:
243:
237:
234:
226:Section 501(c)
213:
210:
194:
191:
171:
168:
150:
147:
133:
130:
124:
121:
93:
90:
72:
71:
69:
68:
61:
54:
46:
43:
42:
31:
27:
26:
23:
9:
6:
4:
3:
2:
446:
435:
432:
431:
429:
420:
417:
416:
405:
400:
394:
392:
385:
383:
376:
374:
373:MASB Projects
367:
361:
356:
349:
346:
340:
338:
336:
329:9 July 2010.
328:
325:
319:
313:
309:
306:
304:
298:
292:
288:
285:
283:
277:
275:
273:
266:
264:
257:
255:
250:
242:
233:
231:
227:
223:
219:
209:
206:
204:
200:
190:
186:
184:
176:
167:
165:
161:
157:
146:
142:
140:
129:
120:
118:
114:
110:
106:
101:
97:
89:
87:
83:
79:
67:
62:
60:
55:
53:
48:
47:
44:
40:
32:
28:
24:
20:
399:
390:
372:
366:
355:
347:
343:Neff, Jack.
326:
318:
302:
297:
282:MASB Mission
281:
262:
239:
221:
217:
215:
207:
196:
187:
180:
152:
143:
135:
126:
102:
98:
95:
81:
77:
75:
228:(3) of the
199:reliability
245:References
236:Membership
156:completed
428:Category
308:Archived
287:Archived
203:validity
160:underway
149:Projects
37:.themasb
123:Mission
92:History
30:Website
22:Founded
388:MASB.
370:MASB.
260:MASB.
162:, and
115:&
391:MMAP
216:The
181:The
132:Role
117:IASB
113:FASB
109:ANSI
107:and
82:MASB
76:The
39:.org
25:2007
222:MAF
166:.)
105:ISO
35:www
430::
381:^
334:^
271:^
253:^
201:,
158:,
393:.
375:.
305:.
284:.
265:.
220:(
80:(
65:e
58:t
51:v
Text is available under the Creative Commons Attribution-ShareAlike License. Additional terms may apply.
