School of Business and Management

CHRIST (Deemed to be University)

Course Plan

Program Master of Business Administration

MBA 4403M: Marketing Metrics
Course Code & Name

Trimester Fourth Trimester; July - October 2021

Hours & Credits (1 Credit = 10 30 hours, 3 Credits
hours)
Course Anchor Dr.Vedha Balaji

Course Facilitators at – Bangalore Dr Krishna Kishore SV, Dr Raman Sreedhara

- Central Campus & Dr Vedha Balaji
Course Facilitators at – Bangalore Dr Krishna Kishore S.V.
- Kengeri Campus
Course Facilitators at – Bangalore
- BGR Campus
Course Facilitators at – Delhi -
NCR Campus
Course Facilitators at – Pune
–LavasaCampus
Dr Vedha Balaji
School of Business and Management
Bangalore Central Campus,
Course Anchor & Faculty Contact
information
Christ (Deemed to be University)
Hosur Main Road, Bangalore 560029
Faculty Cabin No 276 (Second floor)
Ext No: 4012 9507

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Course Name: Marketing Metrics Course Code: MBA 4403M
Total number of hours: Credits:
Course Marketing Metrics is a marketing specialization course designed to develop students to
Description use numbers in assessing marketing strategy.The course reviews the different measures
used by marketers and other decision makers in corporations. It covers metrics for
understanding value of brands, customer loyalty, profitability of customers and to
measure the performance of marketing activities.
This course examines the importance of managing marketing data in effective
marketing decision making. It presents the role of marketing metrics within the
organisation and establishes how an understanding of a range of measurement
techniques can enable organisations to achieve marketing objectives through strategic
decision making.
Course After having completed this course student will be able to:
Objectives
 Identify the importance of marketing metrics for organizations’ sustainability
endeavours.
 Plan business unit’s strategic decision making by aligning marketing metrics
measuring market performance.
 Examine marketing investment decisions of a business unit across industries.
 Inspect product portfolios of a business unit using pricing strategies.
 Appraise promotional profitability for a business organization

Terminology** AACSB NBA

Program Learning Goals (PLGs) Program Outcomes (POs)
Program Learning Objective (PLO)
Course Learning Outcomes (CLO) Course Outcomes (COs)

Progamme Learning Goals –Course Objective Matrix (AACSB)/ NBA

Sl.No CLO/CO RBT Unit CIA PLG PLO PO(Level)*

1 Identify the 3 1 1,2 1 1.1 PO3 (3)

importance of
marketing metrics for
organizations’
sustainability
endeavours.
2 Examine the market 4 2 1,2 2 2.2 PO2 (3)
performance of a
business unit for
strategic decision
making.
3 Evaluate marketing 4 3 2 2 2.2 PO2 (3)
investment decisions
of a business unit
across industries.
4 Analyse pricing 4 4 3 4 4.2 PO2 (3)
strategies for
managing product

2
 portfolios of a business
unit.
5 Examine promotional 5 4 3 4 4.4 PO2 (2)
profitability for a
global business
organization.

 When the correlation between CO and PO is more, the level is HIGH (3)
 When the correlation between CO and PO is medium, the level is MEDIUM (2)
 When the correlation between CO and PO is low, the level is LOW (1)

Unit Unit details Week CO- Exercises Hour Pedagog Resource/

number (starti PO s per y Reference
ng week (teachin details
and g
end learning
dates) methods
used)/
activities
and or
class
trips/
dates for
assessm
ent
I Introduction to Week 1 CLO Metrics: 3 Lecture & Chapter 1:
Metrics 1 You are Article Marketing
The alignment of PLO what you Discussion Metrics Bendle,
business objectives, 1.1 measure - N.T., Farris,
strategies and metrics; An article P.W., Pfeifer,
the potential gap from P.E., and
between metrics and European Reibstein, D.J.
business outcomes, Manageme (2020)
people, planet and nt Journal.
profit,the importance
of marketing metrics,
measuring market
effectiveness.
II Share Metrics Week 2 CLO 3 Lecture & Chapter 2:
Market share, relative 2 Discussion Marketing
market share, market PLO with hands- Metrics Bendle,
concentration, market 2.2 on N.T., Farris,
penetration, brand exercises P.W., Pfeifer,
penetration, P.E., and
penetration share, Reibstein, D.J.
share of requirements, (2020)

II Heavy usage index, Week 3 CLO CIA-I 3 Lecture & Chapter 2:

market share 2 Discussion Marketing
decomposition, brand PLO with hands- Metrics Bendle,
development index 2.2 on N.T., Farris,

3
 and category exercises P.W., Pfeifer,
development index. P.E., and
Reibstein, D.J.
(2020)
Chapter 3:
Marketing
Metrics Bendle,
N.T., Farris,
P.W., Pfeifer,
P.E., and
Reibstein, D.J.
(2020)
III Margins and Week 4 CLO 3 Lecture & Chapter 3:
Profits Variable and 3 Discussion Marketing
fixed costs, margins, PLO with hands- Metrics Bendle,
mark-ups, 2.2 on N.T., Farris,
exercises P.W., Pfeifer,
contribution per unit,
P.E., and
average price per Reibstein, D.J.
unit,margin, (2020)
III breakeven sales Week 5 CLO 3 Lecture & Chapter 3:
level,unit,contribution 3 Discussion Marketing
margin, breakeven PLO with hands- Metrics Bendle,
sales level, Target 2.2 on N.T., Farris,
profit, rate of return on exercises P.W., Pfeifer,
sales and breakeven on P.E., and
incremental Reibstein, D.J.
investment. (2020)
IV Pricing, Product and Week 6 CLO 3 Lecture & Chapter 7 –
Portfolio 4 Discussion Marketing
Management PLO with hands- Metrics Bendle,
Price premium, 4.2 on N.T., Farris,
maximum reserve & exercises P.W., Pfeifer,
price and maximum 4.4 P.E., and
willingness to buy, Reibstein, D.J.
price elasticity, (2020)
optimal price,
percentage breakeven Week 7 CLO 3 Lecture & Chapter 7 –
price change,Price 4 Discussion Marketing
discrimination, PLO with hands- Metrics Bendle,
competitor reaction, 4.2& on N.T., Farris,
elasticity and cross and 4.4 exercises P.W., Pfeifer,
residual price P.E., and
elasticity. Reibstein, D.J.
(2020)
Trial volume and trial Week 8 CLO 1.5 Lecture & Chapter 4 -
rate, repeat volume 4 Discussion Marketing
and repeat rate, PLO with hands- Metrics Bendle,
adjusted trial rate, 4.2 on N.T., Farris,
cannibalization. & exercises P.W., Pfeifer,
4.4 P.E., and
Reibstein, D.J.
(2020)
V Sales funnel, sales Week 8 CLO HBR Case 1.5 Lecture & Chapter 6 –

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pipeline, lead, closure 5 Study: Discussion Marketing
rate, sales forecasting, PLO AnswerDas with hands- Metrics Bendle,
workload, sales force 4.2 h [2017] on N.T., Farris,
effectiveness. & exercises P.W., Pfeifer,
4.4 P.E., and
Reibstein, D.J.
(2020)
cost per thousand Week 9 CLO Emerald 3 Lecture & Chapter 6 –
impressions, reach, 5 Article- Discussion Marketing
frequency, share of PLO How to with hands- Metrics Bendle,
voice, page views, 4.2 measure on N.T., Farris,
visitors, Baseline & engagemen exercises P.W., Pfeifer,
sales, incremental 4.4 t in P.E., and
sales, Promotional lift, Twitter: Reibstein, D;
return on marketing advancing Chapter 8:
investment, coupon a metric Marketing
redemption, pass- Metrics Bendle,
through, gross rating N.T., Farris,
points, impression, P.W., Pfeifer,
P.E., and
Reibstein, D.J.
(2006)
.J. (2020)
Click-through rates, Week CLO HBR Case 3 Lecture & Chapter 9:
cost per click, cost per 10 5 Study: Article Marketing
order, and cost per PLO Business Discussion Metrics Bendle,
customer acquired, 4.2 Model with hands- N.T., Farris,
bounce rate, & Innovation on P.W., Pfeifer,
abandonment rate. 4.4 at exercises P.E., and
Customer lifetime Wildfand Reibstein, D.J.
value, retention rate, [2017]; (2006)
attrition rate& churn Emerald
rate. Article-
Reimagini
ng
Customer
service
through
journey
mapping
and
measureme
nt [2020]

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Essential Reading
1. Bendle, N.T., Farris, P.W., Pfeifer, P.E., and Reibstein, D.J. (2020) Marketing Metrics: The
Manager’s Guide to Measuring Marketing Performance (Revised Edition). Upper Saddle
River, New Jersey: Pearson.
Recommended Reading
1. Seiden, J. (2019). Outcomes Over Output: Why customer behaviour is the key metric for
business success. Independently published (April 8, 2019).
2. Whittington, S. (2019). Thriving in the Customer Age: 8 Key Metrics to Transform your
Business Results Calvin Simpson (August 23, 2019).

HBR Case Studies:

1. AnswerDash [2017] HBR
2. Does it Make Sense to Sell on Amazon? MichaelA.Stanko, Jeff Pollack [Nov 2020] HBR
3. Data Analytics Simulation: Strategic Decision Making [HBR-Simulation 2016]

Articles:
1. How to measure engagement in Twitter: advancing a metric, Emerald Insight [2017]
2. Emerald Case Study: Building a culture of business analytics; a marketing analytics exercise
[2018]
3. Reimagining Customer service through journey mapping and measurement, Emerald Journal
of Marketing [10 April 2020]

ASSESSMENT OUTLINE
Component Description Units Maximum Weightage Total
marks
CIA1 Awareness, Attitudes and 1,2 20 20% 20
Usage Analysis (AAU):
Metrics of Hierarchy of
Effects model.
CIA2 Written Exam 1,2&3 50 25% 25
CIA3 A Report on brand 4&5 20 20% 20
valuation methods
ETE Written Exam 1,2,3,4&5 50 30% 30
Attendance 5% 5
100% 100

ASSESSMENT DESCRITPTION
CIA 1- Awareness, Attitudes and Usage Analysis (AAU): Metrics of Hierarchy of Effects model.

Detailed Description with submission deadline

CIA-I : Group Assignment and is Research Based – 20 marks

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Assignent Description: Assess the market performance of a business unit taking into consideration the
green product category.
Assignment Title: Awareness, Attitudes and Usage Analysis (AAU): Metrics of Hierarchy of Effects
model.

Instructions:
1. Select a green product
2. An understanding of the AAU model
3. Develop a questionnaire on (AAU) with 5 point scale
4. Collect data [sample size=100] and perform analysis
5. Submit report
Your Video presentation/Report submission should include:
a. Description of the product/service
b. Questionnaire developed on a 5-point Likert Scale
c. Analysis
d. Rationale behind the analysis
e. Inference arrived at that is firm and competitor specific from a strategic perspective

On completion of this assignment, the students learn to understand and appreciate the importance of
using marketing metrics in consumer attitudes and behaviour. Students will learn to work in teams to
bring out their collective creativity and intelligence.

The expected outcome and the evaluation criteria:

 Demonstration of clear understanding of the AAU model and measurement variables (5

Mark)
 An overview of sustainability issues explored for the selected product (5 Marks)
 Conduct a market performance analysis for the chosen product by applying statistical tools (5
Marks)
 Sensitivity exhibited towards sustainability issues by exploring suitable marketing strategies
(5 Marks)

Submit it in Google classroom link

Submission Deadline : 25-07-2021

CIAI Rubrics

Program Learning PLG 1, PLG2

Goals
Program Learning PLO 1.1- PLO 2.2
Objectives
Total Marks 20 Marks
Criteria / CO- Excellent (5) Very Good Good (3) Average(2) Needs
Weightage/PLO PO (4) Improvement(1)
Knowledge: Infers a The team infers The team not The team The team infers The team infers
clear understanding of CO1- exceptional only infers infers some level of vague
the three components of PO1 level of adequate adequate understanding understanding of

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AAU model and understanding of level of understanding of concepts concepts.
measurement variables the knowledge assimilation of theoretical taught in class.
[PLO 2.2]/L4 points by of framework
offering relevant knowledge, discussed in
Unit 2 examples from but also class as well
various gives as in the
contexts. The relevant prescribed
team also examples literature.
critiques these and
knowledge illustrations
points and to highlight
makes the essential
arguments on knowledge
what is practical points.
and what is not.
Identify sustainability CO1- The team has The team has The team has The team has The team has
issues explored [PLO PO8 identified at identified at identified identified identified around 3
1.1]/L3 least 5 or more least 4 around 4 around 3 different issues
Unit 1 different issues different different different issues dealing with
dealing with issues issues dealing dealing with sustainability but
sustainability dealing with with sustainability has not
and has sustainability sustainability and has substantiated with
provided an and has and has provided some relevant
exceptionally provided an provided a information information.
informative informative reasonable and is vague.
overview. overview. overview of
information
used.
Analyse market CO1- The team The team The team The team The team analyses
performance: PO2 appropriately uses displays exhibited only without using
applies the appropriate satisfactory the use of proper statistical
Application of statistical statistical tools statistical analysis using statistical tools tools.
and frameworks tools & statistical in analysis.
tools, in making
for making framework tools &
systematic analysis of systematic for analysing frameworks
analysis of the the model and contains
the model [PLO 2.2]/L4
model along along with some
Unit 2CO1-PO2 with an an inference inference and
inference for for firm is not firm or
and competitor strategies. competitor
strategies. specific.
Organises the CO1- The team has The team has The team has The team has The team displayed
sustainability issues PO8 organised atleast organised organised organised very plain
sensitively [PLO 4 sustainability atleast 3 atleast 2 atleast 1 information and
1.1]/L3 Unit 1 issues sustainability sustainability sustainability zero no
exceptionally issues and issues and has issue with a sustainability issues
wle which is has brought produced limited
informative and out good adequate information
appealing and information information and some
has covered related to on firm as strategies that
competitor firm as well well as is not firm or
specific as competitor competitor
strategies. competitor specific specific.
specific strategies.
strategies.
*Weightage (Levels) can vary depending on assignments

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CIA II: Mid-Trimester Examfor 50 Marks
Unit I ,II & III
16 -23 August 2021

CIA 2 – Mid Term exam

Assessment pattern and Syllabus

Syllabus: Unit I,II &III
Question Paper Pattern
SECTION A (Answer ALL questions)

Q. No Questions Marks CO RBT

1 10 CO1 3
2 10 CO2 4
3 10 CO3 4
4 10 CO3 4
5 Case Study 10 CO2 4

SECTION B (Case Study)(20 MARKS)

CIA II Rubrics

Program PLG 1& PLG2

Learning Goals
Program PLO 1.1 Identify sustainability issues from business perspective
Learning PLO 2.2 Examine managerial theories in the cross functional setting
Objectives
Total Marks 50 Marks
Criteria / CO- Excellent Very Good (3) Average(2) Needs
Weightage/PLO PO (5) Good (4) Improvement(1)
Identification of CO2- Identifies all Identifies Identifies Identifies Did not identify
appropriate share PO2 the share majority of few share few share any relevant share
metrics that can be metrics in the share metrics in metrics but metrics that can be
used for the case detail that metrics in detail that in detail that used for the case
study PLO 2.2/L4 can be used detail that can be used can be used srudy.
for the case can be used for the for the case
study. for the case study. study.
case study.
Appraise the case CO2- Complete Major Basic Basic Some Appraise of
study using share PO2 Appraise e Appraise of Appraise of Appraise of the case study is
study is the case the case the case carried and is not
metrics that can be carried out study is study is study is irrelevant.
in detail. carried out carried out carried out
used for the given
in detail. in detail. but not in
case study PLO detail.
2.2/L4
Interpretations CO2- Suggestions Suggestions Suggestions Suggestions No issues
cover all the cover most cover some cover a few identified and

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based on analysis PO2 key issues of the key of the key of the key Incomplete
with method issues with issues with issues with suggestions to
for the case
to protect method to method to method to protect the
studyPLO 2.2/L4 the protect the protect the protect the companies position
companies companies companies companies
position position position position

Inferences drawn CO2- Detailed and Inferences Basic Basic Inferences are not
from application PO2 logical have been inferences inferences based on case and
perspective in the inferences arrived at are arrived are arrived at not validated.
context of the given have been from the at from the from the case
case studyPLO arrived at case case analysis but
2.2/L4 from the analysis analysis are not
case and are and are validated
analysis. logical. mostly not using logic
validating arrived at.
logic
arrived.
*Weightage (Levels) can vary depending on assignments

CIA 3 – A Report on brand valuation methods.

Detailed Description with submission deadline

CIA III: A Report on brand valuation methods.

This is a Group Assignment - 20 Marks

CIA III : A Report on brand valuation methods

This is a Group Assignment - 20 Marks
Assignment Description:

Brand valuation is a metric that evaluates the value of these powerful but intangible corporate assets.
It empowers brand proprietors, the venture network and others to assess
and analyse brands and settle on quicker and better-educated choices.
Pricing, Product and Portfolio Management is possible only because brands are able to analyse the
market valuation with respect to their competiors and frame strategies accordingly.
The brand valuation also takes into account the sales data which can be used for creating simple visual
tools for assessing the position of the brand in the market drawing inferences from competitors
strategy.
Students will work in groups of five to six members and analyse the various existing brand valuation
methods used for assessing the brands in detail. They will then have to choose two companies/brands
in similar sector and map them on a selected brand evaluation method. The brands can be under
similar umbrella as well, example brands for UNILIVER, or TATA.

They will then analyse the brand equity value using any one chosen method to conclude on the
valuation of the chosen company/brand. The students will appraise the business implications of the
company/brand in order to highlight the impotance of business vauation methods.

Instructions: Annual Report Analysis of Firm for which you will develop a dashboard as a

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group activity

The team project will be the unifying learning experience of the course. The project should be worked
on concurrently with the classes in teams of 5-6 students (The project will illustrate how to determine
marketing measures (inputs), how to select and/or develop measures of marketing effectiveness for
the company/firm (outputs) and how to use the selected outputs to make business decisions.

1. Select one of the two company’s having better brand valuation as per the above analysis.
2. Go through its most recent annual report to answer the following questions: a) Identify factors
that the firm indicates are important b) For each factor, indicate whether (and how) they
measure it in the annual report c) Is each measure reported in the annual report?
3. Identify the key marketing decision(s) that you think the business/firm needs to make and
determine what should be measured and where the results will be seen.

 Note: You are not to depend on what is stated in the annual report.
 Your team makes the decision of what needs to be done in terms of marketing
actions.

4. Select up to 8-10 marketing metrics for a marketing dashboard for the company

 Explain why you have selected these 8-10 metrics

o Two of your 8-10 metrics should be underperforming
 Explain the interrelationships among the measures and the other parts of the firm
 Explain whether the metrics could currently exist or will have to be created
o If could currently exist, where in the firm
o If they have to be created, what will be the source of the data? (i.e., how will
you measure them)?

5. Draw or sketch out what your dashboard would look like and be prepared to discuss in Class.
Include the dials and be prepared to discuss what measures that you think are most important.

6. Explain which of the selected measure(s) provides an estimate of Return on Marketing

Investment (ROMI)

7. Determine how to assess the profit impact of company blogging and advertising

8. Describe the business and marketing decisions that are impacted by each of the selected 8-10
marketing metrics
 Describe how you can move those levers that impact performance of each selected
metric.

9. Include specific values/data that you have (estimates are okay) for each of the metrics that
you include in your dashboard; you will have to make up the data as it will not be available

10. What strategic concerns do you have about this company given the dashboard results?

11. Based on the metrics suggest a marketing strategy for the firm

12. Would you tie marketing effectiveness to employee performance?

 If yes, how would you do that and which measures would you use?
 If no, why not and how do you motivate employee behavior?

Criteria for evaluation

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Brand valuation methods. (5 Marks)
Reasoning for choice of one particular method for the selected brand (5 Marks)
Valuation of brand equity (5 Marks)
Appraise with business implications for the chosen brand (5 marks)
Sumission of Documents : Google classroom link by one team member
Presentation completed by 10-08-2021

Date of Review: 24 June 2021

Date of Submission: 02 July 2021

CIA III Rubrics

Program PLG 4 Critical Thinking

Learning PLG 5 Global Awareness
Goals
Program PLO 4.2 Interpret results of the analysis
Learning PLO 4.4 Appraise with business implications
Objectives
Total Marks 20 Marks
Criteria / CO-PO Excellent Very Good Good (3) Average(2) Needs
Weightage/ (5) (4) Improveme
PLO nt(1)
5 diferent CO5- Identifies Identifies and Identifies and Identifies and Identifies and
Brand PO4 and understands 4 understands 3 understands 2 understands 1
valuation understands different brand different brand different brand brand
methods. 5 different valuation valuation valuation valuation
[PLO 4.2/L4 brand methods. methods. methods. method.
valuation
methods.
Reasoning for CO54– Well- Solid, well- Shallow Superficial Wrong
PO2 reasoned, thought out observations observations observations
choice of one
logical, observations and and and
particular relevant and recommendati recommendati recommendat
observations recommendati ons on ons on ions on
method for the
and ons on effective effective effective
selected recommenda effective solutions to solutions to a solutions to a
tions on solutions to some of the few of the all the
brand.[PLO
effective many of the problems/issue problems/issue problems/issu
4.2]/ L4 solutions to problems/issue s. s. es.
most of the s.
problems/iss
ues.
Valuation of CO 5 – Valuation of Valuation of Valuation of Valuation of Incomplete
brand equity PO4 brand equity brand equity brand equity brand equity analysis of
[PLO 4.4]/L5 has been has been has been has been brand
arrived and arrived and arrived with arrived with valuation
key issues key issues are brand-specific but not with with no
are identified identified with information. brand-specific evaluation
with brand- brand-specific information. method
specific information.

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 information.
Appraise with CO4- Appraise the Appraise the Appraise the Appraise the Appraisal not
business PO2 brand with brand with brand with brand alone aligned with
implications respect to its respect to its respect to its along with the chosen
for the brand competitors competitors competitors alternatives. brand for
[PLO 4.4]/L5 with with along with evaluation.
alternatives alternatives alternatives.
for all the for some of
key issues the key issues
identified identified
earlier. earlier.
*Weightage (Levels) can vary depending on assignments

Prepared by Reviewed by
(Faculty in-charge) Dr Ganesh L Approved by
Dr Vedha Balaji Dr Jeevananda S HoD
Dr Jayanta Banerjee

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