評估行銷投資報酬模型之應用性 ---以聯邦快遞中國上海新客户爭取專案為例

An Assessment of the Applicability of Return on Marketing Investment - Case Study of Customer Acquisition Program In Shanghai, China

陸文娟(wen-Chuan Lu)

指導教授 ： 黃崇興

國立臺灣大學/管理學院/商學研究所/碩士(2005年)

https://doi.org/10.6342/NTU.2005.10354

摘要

本研究在探討行銷報酬模型在實務上的應用性。首先檢討目前最常用的行銷活動評量工具及其與行銷報酬之間的差別。常用的行銷活動評量工具比較側重在銷售前之評量，如點擊率或回應率；而行銷報酬則將評估提昇至更接近企業最終目標－利潤或股東之報酬。

其次，此研究為B-2-B服務業架構行銷報酬的模型，一為爭取新客戶活動的行銷報酬計算模型，另一為增加客戶忠誠度活動的行銷報酬計算模型，二者皆可展示行銷報酬之評量工具可避免其他行銷評量工具的＂近視＂評量。

然後，研究將聯邦快遞在中國上海新客戶爭取專案活動中的數據來檢驗行銷報酬爭取新客戶活動的模型，不僅用行銷報酬的概念去評估整個活動，同時也評估活動中所使用的四種不同通路。

利用個案檢驗模型後，研究證實行銷報酬是可以更有效去制定帶來利潤的行銷策略與活動。在個案中，雖然新客戶爭取專案活動是負報酬率，但此模型同時可以辨認出未來改進的潛力。在中國上海新客戶爭取專案活動中的當數量達到一定規模時，DM的新客戶爭取活動是可以帶來正的行銷報酬。

最後此研究之結綸有三,
1. 行銷報酬之一有效的行銷評量工具
2. 行銷報酬是可以應用在實務上
3. 行銷報酬不僅是行銷評量工具，也可以幫策略的制定及活動的改進

關鍵字

行銷報酬模型

並列摘要

This study is to discuss and assess the applicability of return on marketing investment (ROMI) to real business. Firstly, we examined the current common and conventional marketing measurements and the differences between the ROMI. The most common-used marketing measurements are evaluating pre-sales performance such as click-through rate or response rate or going further to gauge the number of customer, customer value and expense. The ROMI is trying to bring one step close to the ultimate business goal, the profit or return per share, measuring “Return on Investment” of “Marketing Investment”.

Secondly, we constructed a model for ROMI, in this study, for “business-to-business” service enterprise, which manages a customer base for its business. There were two variant models built, one for customer acquisition activities and the other for customer loyalty activities. Both models and demonstrations implied that the ROMI measurement is able to avoid the near-sight judgments by pre-sales measurement and sales-related measurement.

Then, we took data from a real marketing activity, FedEx customer acquisition program in Shanghai, China, to test the model and find the possible way to modify the model. The program focused on acquiring new customers. We tested the former model for customer acquisition. We conducted the acquisition activities through four major channels or four channel mixes. Based on the data we measure the ROMI for the entire program and the channels.

Lastly, after the model testing, it proved that we can use ROMI model to identify the more effective marketing strategies and campaigns which will bring more profits to company. Though the case showed a negative ROMI either in the entire program or from individual channel, it showed the improvement potential in the other hand. The DM-only channel acquisition program was the one whose ROMI was the closest to bring positive. However, it implied that DM will generate a positive ROMI when conducting in a larger scale, an economic scale of 60,000 pieces; then it can bring 5% ROMI at 14% discount rate when the scale up to 100,000 pieces.

The conclusions of this study are as following,
1. The ROMI is an effective marketing measurement which shows the performance and efficiency of marketing investment to company.
2. The ROMI is applicable to the real B-2-B business.
3. The ROMI is not only measurement tool but also able to identify the improvement direction for marketing strategy and activities.

並列關鍵字

Return on Marketing Investment

參考文獻

1. Managerial Accounting, Ronald W. Hilton, McGraw-Hill Irwin, 2001

3. Return on Marketing Investment, Guy R. Powell, RPI Press, 2003

4. APQC, Maximizing Marketing ROI

5. Enterprise Marketing Management, Dave Sutton and Tom Klein,

6. Frederick F. Reichheld with Tomas Teal, The Loyalty Effect (Harvard