Marketing and finance : creating shareholder value by Malcolm McDonald

By Malcolm McDonald

Written for advertising and finance administrators, CEOs, and strategists, in addition to MBA scholars, this sensible booklet explains the rules and perform at the back of rigorous due diligence in advertising. It connects advertising plans and funding to the valuation of the enterprise and the way it will possibly give a contribution to expanding stakeholder price. thoroughly revised and up to date all through, the Second Edition positive aspects new Read more...

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Written for advertising and finance administrators, CEOs, and strategists, in addition to MBA scholars, this functional publication explains the rules and perform at the back of rigorous due diligence in advertising. It Read more...

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It is very hard to quantify, but the parent brands were undoubtedly put at risk and, in both these cases, damaged. If we are to follow the sensible precedent of management accounting for physical assets, any rigorous approach should also consider assets like brands. If we don’t, the idea of return on investment is flawed. Yet many business plan assessments make this mistake, calculating returns only on the marketing expenditure directly attributable to the new business and ignoring the reality that it is standing on the shoulders of giant and expensive brand assets.

The third lesson from The Economist concerns change. In a market environment that has been hugely disrupted by technological, political and social trends, a premium, UK-centric, paper newspaper was uniquely vulnerable, as the profit margins of other ‘quality’ newspapers attest. The web and mobile devices threaten paper; email reduces attention spans; and globalization reduces the UK to a secondary country in economic terms. The Economist’s strategy, however, anticipates these changes and makes use of market 38 trends.

Strategies involving new customers and/or new products are more likely to have high market risk than those involving existing products and customers. Share risk arises from the possibility that the plan may not deliver the hoped for market share. It is the corollary of the competitive strength of the strategy. Share risk is reduced when homogeneous segments are targeted with specifically tailored value propositions which leverage strengths, negate weaknesses, avoid direct competition and anticipate future trends.

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