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The marketing / accounting interface edited by Robin Roslender and Richard M.S. Wilson

Contributor(s): Material type: TextTextSeries: Publication details: London : Routledge, 2016.Description: x, 218 p. : ill. ; 25 cmISBN:
  • 9781138192881
Subject(s):
Contents:
1. Introduction: The marketing / accounting interface Robin Roslender & Richard M.S. Wilson 2. The marketing accounting interface - lessons and limitations Baljit K. Sidhu & John H. Roberts 3. Exploring accounting and market orientation: an interfunctional case study Robert M. Inglis 4. The recognition and measurement of brand assets: an exploration of the accounting/marketing interface Nevine El-Tawy & Tony Tollington 5. Assessing marketing performance: don't settle for a silver metric Tim Ambler & John H. Roberts 6. Marketing/accounting synergy: a discussion of its potential and evidence in e-business planning Paul Phillips & Sue Vaux Halliday 7. Exploring the potential of customer accounting: a synthesis of the accounting and marketing literatures Lisa McManus & Chris Guilding 8. Examining the theoretical influences of customer valuation metrics Kenneth Weir 9. Accounting is from Mars, marketing is from Venus: establishing common ground for the concept of customer profitability Robin Gleaves, Jamie Burton, Jan Kitshoff, Ken Bates & Mark Whittington 10. Determining the indirect value of a customer Lynette Ryals 11. The marketing / accounting synergy: a final word but certainly not the last word Robin Roslender & Richard M.S. Wilson.
Summary: When marketing managers and financial managers join forces within any business, the result can often be poor communication on financial criteria and goals. The risk of this situation occurring is inevitably present when those with different professional backgrounds and roles are working in accordance with their own norms. In his seminal 1956 paper on general systems theory, the economist Kenneth Boulding referred to the phenomenon of "specialised ears and generalised deafness", which can be seen to exist when marketing managers are financially illiterate or when financial managers lack the necessary insights to design, implement and operate accounting systems which are useful to marketing managers in carrying out their roles.
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Item type Current library Call number Status Date due Barcode
REGULAR University of Wollongong in Dubai Main Collection 658.8 MA RK (Browse shelf(Opens below)) Available T0054796

1. Introduction: The marketing / accounting interface Robin Roslender & Richard M.S. Wilson 2. The marketing accounting interface - lessons and limitations Baljit K. Sidhu & John H. Roberts 3. Exploring accounting and market orientation: an interfunctional case study Robert M. Inglis 4. The recognition and measurement of brand assets: an exploration of the accounting/marketing interface Nevine El-Tawy & Tony Tollington 5. Assessing marketing performance: don't settle for a silver metric Tim Ambler & John H. Roberts 6. Marketing/accounting synergy: a discussion of its potential and evidence in e-business planning Paul Phillips & Sue Vaux Halliday 7. Exploring the potential of customer accounting: a synthesis of the accounting and marketing literatures Lisa McManus & Chris Guilding 8. Examining the theoretical influences of customer valuation metrics Kenneth Weir 9. Accounting is from Mars, marketing is from Venus: establishing common ground for the concept of customer profitability Robin Gleaves, Jamie Burton, Jan Kitshoff, Ken Bates & Mark Whittington 10. Determining the indirect value of a customer Lynette Ryals 11. The marketing / accounting synergy: a final word but certainly not the last word Robin Roslender & Richard M.S. Wilson.

When marketing managers and financial managers join forces within any business, the result can often be poor communication on financial criteria and goals. The risk of this situation occurring is inevitably present when those with different professional backgrounds and roles are working in accordance with their own norms. In his seminal 1956 paper on general systems theory, the economist Kenneth Boulding referred to the phenomenon of "specialised ears and generalised deafness", which can be seen to exist when marketing managers are financially illiterate or when financial managers lack the necessary insights to design, implement and operate accounting systems which are useful to marketing managers in carrying out their roles.

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