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Article
The Concept of Strategic Control in Marketing Management in
Connection to Measuring Marketing Performance
Piotr Hadrian 1 , František Milichovský 2, * and Pavel Mráček 2
1 College of Management and Quality, Cracow University of Economics, 31-510 Kraków, Poland;
hadrianp@uek.krakow.pl
2 Faculty of Business and Management, Brno University of Technology, 612 00 Brno, Czech Republic;
mracek@fbm.vutbr.cz
* Correspondence: milichovsky@fbm.vutbr.cz; Tel.: +420-541-143-782
Abstract: This study deals with the issue of marketing control (the function that ties together the
process of marketing management). More directly, we aim to provide a scientific reflection on the
model presentation of the strategic level of such control. We present the views discussed in the
literature on marketing control, which can be treated as its model conceptual and structural solutions.
The main objective of the study was to define key factors in individual areas (the market area, the
area of the customer’s value, the financial area) that are connected to business activities and show
their interconnection. We further analyzed the relevance of marketing and business activities in
connection to performance evaluation in three areas: market, customer, and financial performance.
The empirical evidence of the study came from quantitative, firm-level data gathered through an
email questionnaire, which yielded 708 qualified responses from companies in the Czech Republic.
The analysis employed factor analysis on the way to identify the key marketing indicators supporting

corporate strategy marketing in specific areas. Furthermore, Pearson’s chi-square test was used to
find possible dependencies between observed factors. According to the obtained results and the
Citation: Hadrian, P.; Milichovský,
F.; Mráček, P. The Concept of Strategic
application of the chosen statistic methods, we identified seven factors of which five factors were
Control in Marketing Management in acceptable. For these five factors, we identified seven statistical dependencies. The obtained results
Connection to Measuring Marketing show that companies primarily use financial indicators to monitor and check their activities in the
Performance. Sustainability 2021, 13, marketing area. The usage of financial indicators in connection to the marketing area is based mainly
3887. https://doi.org/10.3390/ on the traditional approach of companies in the measuring process. The whole control mechanism
su13073887 in the company requires continuous control of all corporate activities, with relevant changes in
implementation, and a comparison of obtained results to competitors or a company’s results in
Academic Editor: Marek Vochozka previous years.
Received: 12 March 2021

Keywords: marketing management; strategy marketing; performance; factor analysis; Czech Republic
Accepted: 24 March 2021
Published: 1 April 2021
Publisher’s Note: MDPI stays neutral

1. Introduction
with regard to jurisdictional claims in
published maps and institutional affil- An efficient system of control is often considered to be one of the guarantors of
iations. the efficiency of the management activities that have been undertaken within the scope
of each implemented function of an organization, including the function of marketing.
Control indicates the areas of marketing with varying degrees of utilization, efficiency, and
effectiveness, thereby determining the need for resource allocation, combining various
Copyright: © 2021 by the authors.
activities and changes in the scope and intensity of activities, and in this way becoming
Licensee MDPI, Basel, Switzerland.
one of the crucial factors determining the level of efficiency of marketing management.
This article is an open access article
This instills an interest in this issue, both in theoretical as well as pragmatic terms. The
distributed under the terms and two approaches are inherently intertwined since, on the one hand, the theory provides a
conditions of the Creative Commons foundation for practical solutions: the methods, techniques, and tools of control. On the
Attribution (CC BY) license (https:// other hand, a theory is a generalization of solutions stemming from management practice.
creativecommons.org/licenses/by/ Attempts to describe control by way of models constituting the theoretical basis for the
4.0/). implementation solutions seem to be an important element of the theoretical considerations.
Sustainability 2021, 13, 3887. https://doi.org/10.3390/su13073887 https://www.mdpi.com/journal/sustainability

Sustainability 2021, 13, 3887 2 of 21
The opening of national markets and globalization, involving the movement of pro-
duction factories to low-cost areas, have influenced corporate strategies on ways to reach
and hold global competitiveness. In this approach, new forms of competition have been
established as new competitors arise. This has led to a rapid increase in participation of
all companies in all global activities, with high involvement. In times of economic crisis,
companies begin to evaluate their performance and effectiveness through internal audits.
Using unsuitable or wrong metrics seems like a big mistake from the point of view of
companies. Companies focus on the comparison of results obtained in previous periods
from a point of view that emphasizes the fundamentality of using metrics. As an effect,
a comparison of values from different periods arises, for which the various conditions of
their achievement are identified. Companies have to monitor their processes and activities
no matter the results. These processes and activities must implement individual aspects of
marketing activities.
The purpose of the present discussion is to highlight marketing control concepts
that have been described in the literature as a relative part of an evaluation of marketing
effectiveness. This discussion can be understood to concern marketing control model
solutions, reflecting the depth of previous considerations and the implementation control.
The research interests of the authors in marketing strategic control prompted them to
undertake more extensive investigations focused on theoretical as well as practical aspects
of marketing strategic control to describe it.
The purpose of this study was to analyze the relevance of marketing and business
activities in connection to performance evaluation in three areas: market, customer, and
financial performance. Following the defined purpose of the study, we hypothesized that
relationships exist between various observable factors, namely market indicators, financial
indicators, and customers’ value indicators. The empirical evidence of the paper came
from quantitative, firm-level data gathered through an email questionnaire, which yielded
708 qualified responses from companies in the Czech Republic. The analysis employed
factor analysis to identify the key marketing indicators supporting corporate strategy
marketing in specific areas. Furthermore, Pearson’s chi-square test was used to identify
possible dependencies between observed factors.
This article is divided into separate parts as follows: The first part provides an intro-
duction to the theoretical framework developed in connection to the control of marketing
activities. The second part includes the methodology and provides details on data collec-
tion and analytical methods. The third part presents the findings of the analyses, and the
final section summarizes the conclusions of the study.
2. Theoretical Background
2.1. Control as a Key Function of the Measurement Process
The control as management function should be interpreted in various ways due
to the need for descriptions on the general, technical, organizational, and legal levels,
where an actual condition is compared to the assumed benchmark or norm, testing the
reasons for possible deviations. Control understood in this way has another practical
dimension, and it realizes another scope of functions in the management process. The
terms that are often assumed to be the equivalents of control (e.g., assessment, verification,
evaluation, inspection, vetting, revision), should be perceived as their specific forms,
which are embedded in the historical context related to the stages of development of the
organization’s environment that necessitated taking the appropriate controlling actions in
certain circumstances [1,2].
The control of marketing activities focuses on fulfilling requirements on marketing
effectiveness. The differences in the perception of control are attributable to its various
interpretations within the evolving concepts of management. For obvious reasons, its
most expressive place was to be found in the scientific organization of work, where it was
regarded to be an inalienable function of management. Highlighting the role of control
is apparent in the concept of the organized work cycle, where the action is perceived to
be the consequence of thinking. It is considered to be the final element whose role boils
down to comparing the result with the previous assumptions, drawing the appropriate
conclusions, and making the corrections in the successive stages of the cycle [3].
The control process is a means and not an end, thus pointing to the necessity of
rationalizing the selection of controlling activities and the adequacy of resources in order
to reach a sufficient and ultimately the highest possible level of precision, continuity,
effectiveness (incurring only the indispensable costs), sufficiency, and promptness of the
resultant information [4].
The need for control of marketing activities was perceived and stressed by the rep-
resentatives’ view due to the managerial functions and their implementation [5]. The
importance of control has grown in line with the dissemination of Weber’s concept of a
bureaucratic organization. In this approach, an organization required the whole system
of control to oversee its members, which led to a continuous increase in control. The
control process is usually defined as a kind of operating activity in a company environ-
ment within subsequent interpretations of corporate internal rules about coordination, task
implementations, and influence of individual behavior [6–10].
From the systemic (cybernetic) perspective, control is perceived to be comprehensive
both at the level of the entire organization (system) and at the level of individual subsystems.
The essence of control is seen in analyzing the causes of disordered phenomena in order
to avoid them in the future. Ultimately, the image of control as a cybernetic system of
regulation has been formed. That system is to lead to the assumed normative solution
by monitoring information on the progress and the results of operation, measuring the
condition of objects and their determining factors, comparing the current condition of
objects with their planned state, interpreting and discriminating between disturbing factors,
and taking proper corrective or preventive measures [11].
The strategic control approach has been derived from the systemic approach, which
boils down to the control of the selected elements—the key points, which are granted the
status of the strategic elements. Those elements can stimulate or inhibit the operation of
the whole organization, affecting its efficiency and effectiveness, and the ability to identify
them is one of the crucial skills of good management [12].
2.2. Control in Marketing Management

The first distinctive consideration on the role of marketing control appeared in the
period of marketing formalization. In his analysis of the situation of an organization,
in line with the premises of the historical school of management (analysis of the past),
Hypps [13], who followed the historical theory of management (analysis of the past),
discussed reaching competitive advantage due to this particular method. This might have
been the first attempt to point out the principles and procedures for control (signposts)
within the area of marketing. Then, he addressed the system of marketing control, whose
goal he described as streamlining the plans, defining problems, correcting errors, measuring
results, and studying trends and changes [14]. In his opinion, control should focus on the
assessment of variables that exert a major impact on the execution of three groups of goals
related to the market position of a company, organization of marketing, and the result of
marketing activity. Hence, he attempted to define the scope of marketing control which
would reflect the problems and operation of an organization itself, without reference to the
situation of its environment.
The marketing approach professed in the latter half of the past century (the time
for paradigm constitution) at first considered marketing to be a business activity, and
then it urged the producers to carry on marketing activities, suggesting extending those
activities beyond purely commercial dimension. Marketing was perceived to be the basic
function of management, which organizes and leads business activity, converting buying
propensity of customers into demand, moving goods and services to the end-users, and
assuring generation of profit and reaching other goals for companies. Hence, the basic idea
to express the new marketing approach was to shift marketing activity to the beginning
of the business cycle. By this token, marketing was given a character that integrates the
production cycle and sales [15]. In most cases, control understood in feedback terms
embraced monitoring of a marketing program with the use of an appropriately chosen
marketing mix [16,17]. Irrespective of the applied approach to control, it was assigned a
servant role concerning planning, which required defining the degree of goal satisfaction,
and/or laying a foundation for planning decisions [18,19]. Such approaches that helped to
integrate the two functions of management (planning and control) with the managerial
function brought about the development of marketing controlling as a separate area of
strategic and operational controlling, referring to the implementation of strategic and
short-term marketing plans [20,21].
The new marketing concepts that emerged in the latter half of the 20th century were the
consequence of transformations observed within the business environment (new economy),
the theory of economics (new economics), methods of management, and the character and
role of market subjects, as well as the re-evaluation of tangible and intangible resources,
business models, and the role of marketing within their structures. They led to a new
interpretation of control as a process providing knowledge about efficiency, effectiveness,
and the efficiency of marketing and allowing adapting to changing conditions or seeking
improvement of operations in the future [22]. A reference to the final aspects of productivity
and the outcomes was considered as a key principle of control. The description of the
control aimed at securing the achievement of the desired goal distinguishes formal control,
i.e., top-down control mechanisms affecting the behavior of the marketing staff (control in
the aspect of power) from informal control, i.e., bottom-up control mechanisms initiated
directly by the marketing staff (control in the aspect of behavior). In an optimal solution,
they should create a combination of mechanisms ensuring, on the one hand, the behavior of
the marketing staff in support of the organization’s goals (formal control), and on the other,
achieving high morale and coherence of the staff’s values and beliefs (informal control).
The formulated definitions of control explicitly expressed its essence in terms of
power, e.g., superiors controlling the behavior of subordinates (personnel) to reach the set
goals [23]. The level of management proper for taking marketing control, the self-contained
business units (SBUs) was also signaled, and it was control specified as a set of elements
ensuring the personnel fulfills its obligations leading to the implementation of the adopted
corporate strategy [24].
Currently, marketing is understood as a certain marketing operation of a company
within the market. In the narrow meaning, it stands for the set of goals and instruments to
affect the market. In the broader sense, it expresses a new concept of operation that takes
into account the perception of the constituting elements such as the entities entering into
mutual relationships, the models of implemented business, and the role of the marketing
function with the orientation on market subjects [25,26]. The outline of the scope of
marketing control for the selected marketing concepts is presented in Table 1 below.
Table 1. The scope of control within the selected marketing concepts.
How can we effectively sell our product due to the reached productivity, efficiency of
Traditional marketing
production (provision of services), to generate a satisfactory economic result (profit)?

Distribution channel bringing the offer to the customer
Market contacts and their transfer into transactions (exchange process)
Tools and institutions used (participating) in communication and the distribution
processes (their productivity, efficiency, effectiveness)
Sales (quantity and value)
Table 1. Cont.
How to create demand for an offer provided to the market in response to its
expectations, satisfy the customers, and reach a satisfactory economic result (profit,
Modern marketing
market position) in line with our aspirations?
Recognition of customer needs
Transfer of expectations into market offer (offer creation)
Structure and integration (internal) of marketing-mix elements
The satisfaction of buyers and users
Financial result (profitability)
How to create and sustain the market which allows reaching customer and our own
(financial result) satisfaction in the environment (micro and macro) that is changing
more and more rapidly, radically, and is less predictable?
Marketing strategy and its preparation process
Strategic marketing
Solutions to conflicts between marketing, and other functions of an organization

Transfer of marketing strategy into marketing programs (operational marketing) and
marketing decisions system
Marketing assets (share of the market, added value)—creation and their growth
Building competitive potential in marketing assets (strengths)
Reaching a competitive advantage
Adaptation (primarily of the marketing mix) to the changes in the environment
(opportunities and threats)
Value of the offer (value delivered to the customer)
How to reach and assure customer satisfaction and the company’s economic result due
to strengthening the level of mutual relationships between the supply and demand
Relation marketing
units of the market?

Making and sustaining (loyalty), enriching (relation level) relations with the customer
as determinants of the delivered value
Making relations with other market participants (stakeholder map)
Extended (changed) structure of the marketing mix
Forms of relations, co-operation with the market partners
Updated knowledge about customers, collecting and storing information
(database marketing)
How to create value for the market offer in order to make it attractive enough to draw
and sustain customers for the company, assuring both parties the required level of
Value marketing
satisfaction and delivering the expected financial result to other stakeholders

(company worth)?
Quality of the offer (as a synonym of value for the customer)
Creating value consistent with the needs of the target market
Sustaining (enriching) the level of value assuring customer satisfaction
Making use of marketing assets to create value
Creating benefits for the shareholders (stockholder value)
Source: own work.
As the last stage of the management process, control is the apex of all considerations,
decisions, and management activities. Its importance in the management process in general,
and in marketing in particular, has decisively grown over the past decades. Control per se
is considered to be a complex process, in terms of the wide range of issues it deals with
and its position bridging the successive cycles of operation. It concludes one cycle of the
management process, and at the same time, it becomes the foundation (a point of reference)
for the next management cycle. Marketing control should be multidimensional; it should
refer to those elements of operation that are the driving force for reaching success on the
market. It is a prerequisite for the review and correction of the current plans, goals, and
marketing strategies and the formulation of new ones. The basic forms of control focus on
the efficiency of allocation of marketing operations and their effectiveness.
Marketing management perceived as a series of processes of decision-making, ex-
ecutive, and control character, being an integral part of an organization’s functioning, is
realized at both strategic and operating levels. It includes a full range of typical manage-
ment functions (starting from the analysis; proceeding through planning, organization,
motivation, and implementation; and ending with control, which is a prerequisite of that
process because of planning). It includes all the decisions and actions involved in the
selection and/or creation and then rational market exploitation as the basic source of
revenue of a company [27]. A complex process requires the greater active participation of
all relevant subjects as a core part of the whole strategy [28].
2.3. Marketing Operational Control

From a general point of view, marketing control should be divided into operational and
strategic categories. Most often, operational control is understood to be the valuation of the
obtained results relative to the formulated goals (a cybernetic approach, feedback, ex post
control) [29–31]. Less frequently, it is considered to be the assessment of implementation
(current, on-going control) [29] or the assessment of the changing environment allowing
correcting the planned volumes (pre-emptive control) [32].
The assessment of the marketing environment poised to modify the implemented
plans may be regarded to be a bridge between operational and strategic control. Once we
treat that assessment as a part of the diagnostic function meant to streamline the currently
implemented plans and marketing programs, then it has an operational function. Still,
once we look at it from the forecasting perspective, it has a rather strategic value. The
scope of operational control is directly attributable to the goals, strategies, standard of
operation, and a set of control values that should be specified by marketing plans [3,33]. It is
recommended to conduct control of sales, marketing expenditure, the impact of marketing
expenditure on total sales, and customer satisfaction within the basic controlling measures.
Marketing control efficiency pertains to the assessment of relations between the basic
control values—the results and expenditure considered in various cross-sections. Most
frequently, controlling values showing the results are turnover, sales, and financial results,
while the values showing expenditure include functional costs such as sales, promotion, dis-
tribution, packaging, branding, and relation building. Control should consider a few types
of costs, i.e., the direct costs (directly related to particular elements of the cross-sections),
determinable overheads (i.e., the costs that can be determined with the known param-
eters related to the conducted marketing activity), and undetermined overheads (those
attributable to particular components in an arbitrary, subjective, or abstract manner) [34].
Control results help a company to supervise corporate performance and effectiveness in
the marketing area on the way to achieve corporate goals [14].
Effectiveness of marketing activities is defined as the return on financial sources spent
on realized marketing activities. To verify the return rate, many possible methods have
been invented. Companies must prioritize the measurement of marketing effectiveness
through marketing metrics. Marketing metrics help to create a measurement system for
the quantification of possible trends, dynamics, or characteristics of individual marketing
activities. Strictness and objectivity must be necessarily observed to be able to compare
monitoring at various times and various places [35]. Measurement of the performance of
marketing activities represents a corporate process, which provides performance feedback
about marketing results. Corporate performance is becoming an important part of the cor-
porate budget procedure, performance substitutes, and promotion [36,37]. Measurement
of the effectiveness of marketing activities strongly depends on and is strongly influenced
by a group of factors. These factors are considered as requirements for the successful im-
plementation of marketing plans at different corporate levels. Target factors are marketing
strategy, marketing creativity, a realization of marketing activities, marketing infrastructure,
and external factors [38,39].
It is worth noting that marketing operational control is mostly based on the external
data that are generated due to the information provided by the company. That is quite
convenient, if the information is continually recorded, aggregated, appropriately processed,
and made available [40–42]. The final marketing operational control should help managers
to make the on-going assessments of marketing operations effectiveness along various
cross-sections and profitability of such activity, which ultimately facilitates the assessment
of marketing function effectiveness [43,44].
The logic of such conduct seems to reflect the process of a classic control activity. Its
implementation should be facilitated by the character of data (internal, secondary), which
is a prerequisite for making the assessment. Nonetheless, as pointed out by numerous
researchers dealing with sales management, the assessment may be difficult to make due to
the acquisition of aggregate data for the whole organization, and not just the cross-sections
desired for the marketing assessment. This is particularly true when the categories of
incurred expenditures are considered. Problems also emerge with the use of data provided
by the accounting and financial sections, since they are not always available in their original
form (as they are processed, aggregated, or purged) and with the delays in access to the
indispensable data. Many flaws and impediments are currently minimized due to more
and more efficient computer solutions. However, as shown by the process of setting up
an integrated system, fully useful for all organizational units, that would be functional
and user-friendly (available to users who are not fully conversant with technology), this is
a very difficult task that is costly (as in most cases it needs individual solutions) and not
always rational [3].
2.4. Marketing Strategic Control

Strategic control embracing all the adopted provisions (directions, forecasts, adopted
policies for marketing operations) that is the basis for an update or elaboration of a new
marketing strategy for a company [45] should follow the systematic operational marketing
control. The description of the marketing control structure at a strategic level includes the
following [34,46,47]:
1. An assessment of marketing accuracy;
2. An assessment of marketing excellence;
3. A marketing audit;
4. A review of the ethical and social responsibility of the company.
Marketing control has been tasked with the assessment of meeting the implementa-
tion of five elements of the marketing concept: philosophy of operation, organizational
integration, relevance of information, strategic orientation, and efficiency of operation.
Marketing control can only produce a very superficial assessment of the correctness of
marketing concept implementation in an organization, answering the question of whether
an entity demonstrates key and prerequisite characteristics that would qualify its stance as
a marketing orientation. When the evaluation of the correctness of the marketing concept
is not positive, this should strongly suggest implementing other strategic control tools,
such as the marketing audit procedure. The evaluation of marketing excellence is one
step further in the strategic evaluation of marketing correctness. With this control tool,
companies can gradually employ the concept of marketing by applying the comparative
analysis (e.g., benchmarking technique). A major issue of this seems to be finding the
benchmark for comparisons, in line with the solutions proposed by benchmarking [48,49].
The marketing audit is another step in the strategic control, which is understood
to be a comprehensive, systematic, independent, regular, and professional study of the
marketing environment and the goals, strategies, and operations of an entity (a company,
SBU, an institution) and is conducted to identify the correctness of strategic marketing
decision implementation.
The need for social responsibility control includes the three areas: legal (respecting
the law), ethical (integrity respecting the rights of the stakeholders), behavioral (conscious,
voluntary responsibility in contacts with the company stakeholders). It draws attention to
the fact that the changes taking place in a socio-economic, cultural, and natural environ-
ment in the contemporary world impose significant limitations on marketing activity that
cannot be ignored for the good of the company and its all stakeholders (individual and
collective) [34].
The literature presents other forms of marketing control structure, in which the sub-
ject of control, and not the level of controlling activity, has become the distinguishing
criterion [50]. One proposal lists six levels of control and marketing evaluation [51]:
• A comprehensive marketing plan and marketing strategy (Does it exist, and is it im-
plemented? If the answer is affirmative, is it implemented well? Has the implemented
strategy been effective in changing market conditions?);
• Profit centers and SBUs (Have the centers for generating financial benefits been identi-
fied? Have the strategic recommendations been adapted to the situation of SBUs?)
• Marketing programs engaged in the implementation of the marketing strategy (How
are properly prepared programs consistent with the general strategy of the company?
How efficient and effective is the marketing mix for each program? (In case every
program is perceived to be self-contained, then the marketing mix for each program
should be audited in terms of costs and effectiveness.));
• Marketing tactics prerequisite for the implementation of programs within some opera-
tions or marketing functions (tools);
• Personnel responsible for the development and implementation of programs and
tactics (control of (1) the standards related to precise values such as the volume of
sales or the share in profit; (2) “soft” provisions including such factors as personality,
character, initiative, righteousness, and organizational skills; and (3) task norms that
are directly connected with short-term issues of the implemented projects);
• Market surrounding (competitive) subjects, including the recipients of the offer, sup-
pliers, subcontractors, and middlemen (their “usefulness”, efficiency, effectiveness,
flexibility, communication skills, etc.).
The assumption of marketing control made from the angle of value marketing es-
tablishes that the ultimate test of investment in marketing is whether it delivers value
to the shareholders. Such an approach brought about a three-level model of marketing
efficiency measurement. The first level refers to marketing strategy, and it discusses its role
in generating shareholder value; i.e., it shows how marketing decisions (understood as
the decisions on the selection of the target market and its service) raised or lowered that
value [52,53].
Such a strategic approach to the assessment of marketing efficiency involves a provi-
sion stating that marketing permeates all economic activity of a company. In this way, it
becomes a way of management rather than a separate function [54]. The second (tactical)
level combines marketing activity with the results. It is also assumed that it is not feasible
to separate the impact of investment in marketing from the obtained results. Hence, any
attempts to evaluate the profitability of such investment are not substantiated or proper
from the methodological perspective. That is because the results of expenditure (outlays,
costs) incurred on marketing may accumulate with other types of investment and/or may
be deferred in time.
The third operational level refers to concrete marketing activities such as promotion,
branding, and distribution. At this stage, an assessment is made of the impact of the
expenditure incurred on the concrete elements of marketing activity (marketing mix) on
sales and, in a fuller perspective, on the market share and share price. All these levels
contribute to full, precise control of the activity on the market and constitute an important
premise of the marketing audit control process.
2.5. The Conceptual Approach to Strategic Marketing Control

By referring to the foregoing concept of the description of marketing control, which is
a distinctive level of strategic control, we may present a concept of its model reflecting its
logically complex character (see Figure 1).
Figure 1. The concept of marketing strategic control.
Our point of departure, i.e., the first level of control, should be a look at the level of
marketing orientation of a company, once it has been adopted to be a concept of market
impact appropriate for a given company. Such control should not be poised to identify the
market orientation of a company, but to answer the following question: what is the degree
of implementation of its principles? In the case of another orientation of a company, the
objective of control seems unjustified. This does not preclude marketing activity assessment
at the subsequent levels of control. Then, it seems reasonable to proceed with the control at
the second and third levels. Naturally, it is a prerequisite to adopt the appropriate points of
reference for the relative comparison (i.e., such objects where marketing has become one of
many functions implemented in a company, and it is not one dominant feature) as well as
proper assessment criteria.
By the same token, a consideration of whether marketing orientation was rightly
selected to become a concept for the development of a company is equally futile. That
issue is assessed at a higher level of company management. Making such a decision
should be analyzed within a wider context of prerequisites that go far beyond marketing
considerations. Having said that, it does not seem right to “put the blame” for such an
assessment on the area of marketing. In turn, the marketing orientation of a company
demands pointing out the directions for operation employing a marketing strategy, one
way or another. It is a prerequisite and proper point of reference for the research and the
decisions made at the subsequent levels of strategic control.
Satisfactory assessment of marketing orientation should be the stepping-stone for the
transition to the second level of strategic control, i.e., the assessment of marketing excellence.
Its goal is a relative assessment of the marketing organizations’ activity—their scope and
results. The relative character of the assessment allows determining specific problems
of an organization, the objective conditions for the functioning of the whole market (a
sector, industry, or strategic group), assuming that a comparison is made concerning the
entities functioning within the competitive surroundings of an organization, and not just
the theoretical model constructs. In particular, the unsatisfactory results of the relative
assessment of the implementation of various marketing elements should prompt transition
to the level of more thorough control, i.e., marketing. That level of control should be
substantiated by the assessments of the mismatch of activities to the marketing concept
diagnosed at the earlier level of strategic control and/or relative imperfection of those
activities. If this is not the case, the legitimacy of the audit control may be put in doubt.
3. Materials and Methods

According to the specification of Ambler [55], Muchiri et al. [56], and Hornungová [57],
it is necessary to focus on three main areas that provide a relevant competitive advantage
for the company, especially in the role of the seller. The choice of marketing activities is
an entire part of the marketing management process in the company, and these activities
must be connected to required corporate performance. Specification of these activities is
compound and theoretically significant, and it is usually influenced by several managerial
approaches. Description of individual activities is under the possibility of classification
activities. In general, aspects of time (time aspect is done at three levels, namely strategic,
tactical, and operative), product life cycle, market character, or product specification are
applied. Requirements of the stakeholders for the company and its long-term profitability
are in close connection to the choice of marketing activities and sequential realization.
The main objective of the paper is to define key factors in individual areas (market
area, area of customer’s value, financial area), connected to business activities, and show
their interconnection. To support the main objective, the partial aim of the paper was
defined. The partial aim is the definition of possible relationships between observed factors.
According to the partial objective of the paper, the hypothesis was stated: “there exists de-
pendence between the realization of individual business activities and their performance”.
All data were processed by the employment of the statistical program IBM SPSS Statistics
25 under the application of the following statistical tests:
• Factor analysis;
• Dependency between two variables utilizing pivot tables and Pearson’s chi-squared test.
3.1. Variable Definition

Marketing metrics are determined to identify the effectiveness of marketing activities
in the company. Various types, depending on the field of activity of the company, can be
considered as key marketing metrics. The reason is the very high complexity of certain
metrics. The most suitable way to guarantee quality measurement of fields, which the
company considers as key, is the use of metrics portfolio in harmony with the needs of
a particular company [58]. Marketing metrics should be classified from many points of
view. Concerning the involvement of metrics in various groups, the passing of individual
metrics is obvious.
The most common classification is by financial description—into nonfinancial metrics
and financial metrics. These groups are based on traditional performance monitoring,
comparing results of past periods. In general, financial metrics are used as traditional
indicators and specific applications are used as modern indicators. However, when only
the visualization of the past was made, results lacked elements of warning in case of
unfavorable development. The use of a certain warning system, providing timely informa-
tion about possible development by potential success or failure, has been described [59].
Individual variables, which we used for evaluation of all three areas (market, customer,
financial), are as follows:
• Market area: xM1 —market share; xM2 —SBU market share; xM3 —relative market
share; xM4 —category development index; xM5 —market penetration; xM6 —brand
penetration; xM7 —purchase reasons; xM8 —loyalty; xM9 —customer satisfaction; xM10 —
product cannibalization level; xM11 —number of customers; xM12 —monitoring in
wide audience.
• Area of customer’s value: xC1 —profit per customer; xC2 —customer’s lifetime value;
xC3 —average costs of acquisition; xC4 —average costs for keeping customer; xC5 —cost
for 1000 asked; xC6 —costs per click; xC7 —costs per order.
• Financial area: xF1 —price elasticity; xF2 —profit %; xF3 —variable and fixed costs;
xF4 —marketing expenses; xF5 —break-even point; xF6 —net profit; xF7 —return on sale
(ROS); xF8 —earnings before interest, taxes, depreciation, and amortization (EBITDA);
xF9 —economic value added (EVA); xF10 —return on marketing investment (ROMI);
xF11 —return on investment (ROI).
For the research, a questionnaire survey was employed. This survey was focused on a
corporate area of realization of their business and marketing activities and their connection
to the area of corporate effectiveness and usage of business models. According to the
number of all possible answers to the questions included, the length of the questionnaire
was 23 pages and it included over 300 variables.
3.2. Sample Description

The basic population is defined as technology companies that operate in the Czech
Republic. Respondents to the questionnaire survey were managers of the surveyed compa-
nies, who were responsible for marketing activities. Companies were selected randomly
from the statistical register of economic activities. For the research, we sent the survey to
2627 companies. In total, 708 forms were returned with valid answers (i.e., completely and
correctly filled), for a return rate of 26.95%.
3.3. Methods
We applied exploratory factor analysis to define key composite indicators on the way
of controlling marketing activities. As the compute method in factor analysis, varimax
rotation was used. The applicability of factor analysis was verified by two relevant tests.
The first test was the Kaiser–Meier–Olkin (KMO) test. The KMO coefficient has values in
interval h0; 1i and is defined as the rate of correlation coefficient and the sum of squares
of correlations within the partial coefficient. The second test was Bartlett’s sphericity test,
which evaluates the null hypothesis within the identity matrix [60,61].
In the requirement of evaluation factors, relevant formulas have to be defined through
a calculation of factor loadings of variables at the input. The values of factor loadings were
taken from the component matrix and were changed in value proportion with a sum equal
to 1. New loading values exemplified the weight of the variable in the factor. In processing,
there were uninvolved variables, which change a defined factor, but only such a single
variable item. Of the 30 variables, six items had a lower loading value under 0.5 and were
thus excluded (see Table 2).
Table 2. The variables excluded from factor analysis.
Variable Item
xM7 —purchase reasons
Market area xM8 —loyalty
xM10 —product cannibalization level
xF1 —price elasticity
Financial area xF4 —marketing expenses
xF5 —break-even point
Source: own work.
Definition of factor formula is based on following relations:
Fi = w1 × x1 + w2 × x2 + w3 × x3 + . . . + wi × xi (1)
where wi is defined as the calculated weight of the variable (its loading value), xi is an
abbreviation of variable as input to factor analysis, and i is a total number of variables at
the input.
As the score for verification of factor analysis application, Cronbach’s alpha indicator
was applied. This indicator is a coefficient of consistency and reliability of items in a factor
(according to verification of dimensionality as part of exploratory factor analysis). The
value of Cronbach’s alpha refers to the intercorrelation among the items [62,63].
This indicator refers to the relevant reliability of factor analysis with a close connection
to the correlation coefficient. This score has the interval h0; 1i, where a value close to
0 refers to a situation without a correlation of the variable to others. If the value is close to
1, there is a strong correlation of the variable to others. In a situation where the value is
under 0.5, the internal consistency signifies a bad level. In the case of a value level close
to 0.7, the defining factor should be considered acceptable and very significant. Values
close to 1.0 are excellent. Applications of Cronbach’s alpha include the confirmation of
measuring a latent construct of a factor [64,65].
3.4. Data Collection

The paper builds on survey data collected in the Czech Republic, which is consid-
ered a rapidly growing economy. This survey was realized from November 2019 to July
2020. The research for the paper was realized in the precrisis period before the COVID-
19 pandemic based on quantitative data through an email questionnaire. The sample
population comprised companies operating in the Czech Republic. Operation in the Czech
Republic was the only key parameter for choice across the industries. Companies were
selected randomly from the statistical register of economic activities. For the research, we
sent the survey to 2627 companies. In total, 708 forms were returned with valid answers
(i.e., completely and correctly filled), for a return rate of 26.95%. The respondents in the
questionnaire were managers of the companies, who were responsible for marketing and
business activities. In the questionnaire, respondents answered questions regarding their
level of business and marketing activities in their company in connection to the knowledge
of marketing-related topics; a dichotomous scale score (variable with Yes/No answer) was
applied. All respondents were competent and reliable according to their organizational
decision-making process and their organizational level [66].
4. Results
Marketing management and its activities must be divided into three groups (as shown
in Section 3), which were put into the reduction process due to the application of factor
analysis. The base for the employment of factor analysis is the correlation matrix of an
individual number of items, which support the effectiveness of marketing activities in the
company. For the analyses of the market indicators, 12 items were included. In connection
with the customer’s value, we used seven variables. Finally, to define financial factors,
11 items were chosen. Therefore, there three different correlation matrixes of the total
of 30 items were examined, leading to the evaluation of the effectiveness of marketing
activities. Logically, from the application of factor analyses, it is rational to expect a situation
in which input variables are reduced to a better set of variables according to possible
dimensions. The factor analyses were in exploratory form with the application of varimax
rotation, which leads to a reduction in the count of variables for a relevant explanation
of marketing activities. The evaluation process in the exploratory factor analysis requires
defining several important criteria, interpreting the relevance of application factor analysis.
The total variance explained (value must be equal or higher than 0.50), the factor loading
(value must be equal or higher than 0.50), and the internal consistency of the obtained
factor due to Cronbach’s alpha score were applied [60,61].
The result of the Kaiser–Meyer–Olkin (KMO) index of sampling adequacy was above
the recommended cut-off point of 0.50. The significance of factor analysis was declared by
the Bartlett’s test value of 0.000, which confirms adequate usage. The values obtained for
individual areas are as follows:
• Market area: KMO = 0.796; Bartlett’s test = 0.000;
• Area of customer’s value: KMO = 0.699; Bartlett’s test = 0.000;
• Financial area: KMO = 0.843; Bartlett’s test = 0.000.
All of these KMO values corroborate the possibility to apply factor analysis on chosen
indicators, which is followed by verification of values in Bartlett’s test. The application of
Cronbach’s alpha score allowed us to confirm the relevance of extracted factors, represent-
ing individual input variables. According to all defined areas, individual factors and their
Cronbach’s alpha scores were stated [63,64]. Individual factors include basic variables,
which are used to evaluate marketing activities and support marketing management at the
strategic level.
4.1. Factors in the Market Area

Results of factor analysis in the market area give three factors, from which two
of them have acceptable values of Cronbach’s alpha only. Cronbach’s alpha is 0.641
(acceptable) for factor 1 and 0.546 (acceptable) factor 2. The last factor has Cronbach’s alpha
value of 0.441, which is under the minimal acceptable value (under 0.500); therefore, it is
not accepted. Final values for calculating acceptable factors need the transformation of
individual coefficients. These coefficients express the significance of the used elements (see
Table 3). Their total sum must be 1.
Table 3. The component matrix for items in the market area’s value.
XM1 XM2 XM3 XM4 XM5 XM6 XM7 XM8 XM9 XM10 XM11 XM12
FM1
0.527 0.720 0.647 0.691
accepted
FM2
0.232 0.052 0.049
accepted
FM3
not 0.292 0.040
accepted
Source: own work.
Formulas for individual acceptable factors are based on values in the component
matrix. They are expressed as follows:
FM1 = 0.22983 × XM4 + 0.31400 × XM5 + 0.28216 × XM6 + 0.17401 × XM12 (2)
FM2 = 0.69670 × XM1 + 0.15616 × XM2 + 0.14715 × XM3 (3)

These formulas can be defined for each company that looks after the measurement of
marketing activities. All factors reflect requirements on effectiveness in the market area by
the application of relevant indicators.
4.2. Factors of Customer’s Value

Results of factor analysis in the area of customer’s value provide two factors, of which
one has an acceptable value of Cronbach’s alpha. Cronbach’s alpha for factor 1 is 0.553
(acceptable). The second factor (factor 2) has Cronbach’s alpha value of 0.491, which is
under minimal acceptable value (under 0.500); therefore, it is not accepted. Final values
for calculating acceptable factors need the transformation of individual coefficients. These
coefficients express the significance of the used elements (see Table 4). Their total sum must
be 1.
Table 4. The component matrix for items in the customer’s value.
XC1 XC2 XC3 XC4 XC5 XC6 XC7

FC1
−0.574 −0.551 −0.106
accepted
FC2
not 0.407 0.469 0.575 0.616
accepted
Source: own work.
The formula for the individual acceptable factor is based on values in the component
matrix. The factor is expressed as follows:
FC1 = 0.46629 × XC5 + 0.44760 × XC6 + 0.08611 × XC7 (4)
marketing activities. All factors reflect requirements on effectiveness in the context of the
delivery of customer’s value by the application of relevant indicators.
4.3. Factors in Financial Area

Results of factor analysis in the financial area give two factors, which have acceptable
values of Cronbach’s alpha. Cronbach’s alpha is 0.776 (acceptable) for factor 1 and 0.577
(acceptable) for factor 2. Final values for calculating acceptable factors need the transfor-
mation of individual coefficients. These coefficients express the significance of the used
elements (see Table 5). Their total sum must be 1.
Table 5. The component matrix for items in the financial area’s value.
XF1 XF2 XF3 XF4 XF5 XF6 XF7 XF8 XF9 XF10 XF11
FF1
0.724 0.649 0.659 0.571 0.732
accepted
FF2
0.600 0.468 0.418
accepted
Source: own work.
Formulas for individual acceptable factors are based on values in the component
matrix. The factors are expressed as follows:
FF1 = 0.21709 × XF7 + 0.19460 × XF8 + 0.19760 × XC9 + 0.17121 × XF10 + 0.21949 × XF11 (5)
FF2 = 0.40377 × XF2 + 0.31494 × XF3 + 0.28129 × XF6 (6)

marketing activities. All factors reflect requirements on effectiveness in the financial area
by application of relevant indicators. For all obtained factors, individual formulas were
defined, providing exact value in a specific area. These factors should be considered as
basic requirements to achieve defined corporate objectives. By stated factors, companies
could develop the progress of their business activities to meet the requirements of long-
term sustainability. For defined factors, descriptive statistics were calculated; individual
values are shown in Table 6.
Table 6. The descriptive statistics for observed factors.
Std.
Area Factor Minimum Maximum Mean Variance
Deviation
FM1 0.00 1.00 0.0823 0.19609 0.038
Market area
FM2 0.00 1.00 0.3882 0.39014 0.152
Customers’ value FC1 0.00 1.00 0.0983 0.22796 0.052
FF1 0.00 1.00 0.2214 0.30060 0.090
Financial area
FF2 0.00 3.52 0.6256 0.37639 0.142
Source: own work.
All factors obtained by the application of factor analysis can be defined by any com-
pany that wants to evaluate its business activities by using a relevant tool. By obtained
factors’ values, all companies can compare their results with their old data in a long-term
process of improvement. The importance of such business activities should be considered
a crucial area in a company on the way to being more sustainable and achieving defined
corporate strategy objectives.
There could be a problem in the definition of a factor with higher importance. Besides,
there is a question as to whether a connection exists between individual factors. There-
fore, we used the Pearson chi-square test to evaluate possible dependencies between two
variables. Application of the Pearson chi-square test requires pivot tables as the estima-
tion. Obtained results of the dependence of individual variable categories are presented
in Table 7. By processing of data in case of reliability, almost all significance values for
possible relationships were found to be under the limit of 0.05 [67]. Only one relationship
did not reach significance under limitation—that between FM1 and FF2 , which provides a
0.207 significance level.
Table 7. Relations between observed factors.
FF1 FF2 FC1

Factor
Value Sign. Value Sign. Value Sign.
FM1 1193.616 0.000 123.978 0.207 325.901 0.000
FM2 370.978 0.000 104.028 0.000 121.708 0.000
FC1 360.856 0.000 91.892 0.002 X
Source: own work.
5. Discussion
The results bring us to the conclusion that an alternative hypothesis should be applied—
there are dependencies between all observed factors, except FM1 and FC1. Subsequently,
the degree of such dependence was examined. To that end, the intensity of dependence
employing the contingency coefficient was defined for all relationships. For each relation-
ship and observed dependence, the defined contingency coefficient was defined as the
intensity of two variables. The intensity of dependence is in the interval h0; 1i. In the case
of a higher absolute value, the intensity of dependence is greater. Levels of the intensity of
dependence between observed factors are defined as follows:
1. Values within the interval (0; 0.25i have an intensity of dependence that is low and
weak, and they do not need to be under continued monitoring (none);
2. Values within the interval (0.25; 0.5i reach rather low dependence between two
variables and become more interesting for monitoring (FM2 and FC1 = 0.383; FM2 and
FF2 = 0.358; FC1 and FF2 = 0.339);
3. Values within the interval (0.5; 0.75i show strong dependences and represent im-
portant fields for observation (FM1 and FC1 = 0.562; FM2 and FF1 = 0.587; FC1 and
FF1 = 0.581);
4. Values within the interval (0.75; 1.0i show strong dependences and should be regarded
as crucial (FM1 and FF1 = 0.792).
All connections observed between individual factors are shown in Figure 2. The
scheme in Figure 2 includes determining connections between individual obtained factors.
These connections represent dependencies between two factors and their intensity due to
contingency coefficients. The lowest power of the dependence is for the FF2 and FC1 factor
pair. The highest dependence value is between factor FM1 and factor FF1. The connection
between market and customer is described by the dependence value the for FM1 and
FC1 factor pair.
Figure 2. Observed dependencies between obtained factors.
The important part of the evaluation process is continuous control of marketing activi-
ties’ relevance. Such control should be followed by a correction of identified imperfections
with subsequent repetition of the whole cycle. For the control, it is important to accomplish
the following objectives:
• Appointing a person responsible for control;
• Continuously monitoring and evaluating realized marketing activities;
• Registering carried-out controls;
• Innovating for continuous improvement of the effectiveness of marketing activities.
Our results of factor analysis relate to the conclusions of Tuan [38]. He mentions the
necessity of defining corporate strategy profitably concerning the internal organization
of the company, relevant information sources in connection to adequate marketing activ-
ities, and marketing effectiveness. To achieve marketing effectiveness, five factors must
be applied, namely relevant marketing strategy, setup of marketing creativity, suitable
execution of marketing activities, adequate marketing infrastructure, and exogenous fac-
tors. Moreover, marketing effectiveness is defined as an efficient application of marketing
strategy to relevant marketing activities directed towards meeting customers and building
a strong brand.
Similar areas are defined by Zhang and Watson [2] as key parts for a definition of the
marketing ecosystem. The marketing ecosystem represents an open system, which consists
of various perspectives of business activities, which are connected to diverse stakeholders’
requirements. The purpose of the marketing ecosystem is supported by many strengths
that are developed from the corporate strategy with connection to the marketing area and
corroborate market awareness to reach greater effectiveness.
Our results are in agreement with those of Mintz et al. [68], who present the signifi-
cance of all groups affecting the performance of marketing activities—market, customer,
and financial areas. These areas of effectiveness with relevant impact on marketing mix
suggest possible implications on the mindset of customers and managers. It is important
to apply combination metrics to get a complex view of application marketing activities. By
adequate realization of marketing activities and application of relevant measuring metrics,
the company could reach a sustainable marketing system with correct relationships with
all stakeholders, not only between subjects in the market but also with employees, owners,
and so on [69].
Management of corporate performance can be defined as a system that uses infor-
mation for the introduction of optimal changes in organizational structure, systems, and
processes to reach an optimal accord between performance objectives and resource allo-
cation, report to top management about corporate strategy changes, or share observed
results for individual partial objectives. This system would be able to monitor and con-
trol the strategy implementation process [70]. Measurement of corporate performance
is dependent on the requirements of stakeholders, who usually want to maximize their
profit. Nevertheless, such maximization is also dependent on the actual corporate health,
achievement of defined objectives, and global economic situation in the target market [71].
Without any stakeholder interest, it is important to have a designed benchmark
that is used to determine effectiveness and evaluate results. Achievement of efficiency
and effectiveness of the company is based on appropriate levels of corporate strategy.
This relationship is influenced by the external corporate environment and organizational
structure of the company, among other factors. The external environment includes three
basic elements [72]:
• Dynamic of innovative processes;
• Difficulties in production and marketing techniques;
• Level of competitiveness.
6. Conclusions
Strategic indications and decisions and tactical as well as operational activity can
be evaluated only with a formulation of their theoretical basis. Control, the results of
which would be nothing but the result of the taken action, without reference to the binding
or planned strategic decisions, could be perceived as tactical control at best, and most
often as operational control (irrespective of their significance or the complexity of time
horizon, they are considered to be the symptoms of a strategic character). This is because a
proper assessment of those decisions and actions depends on the internal situation of a
company (the resources, market position, and competitive advantage) and the situation
in its environment (both near and distant). That is why the assessment of relationships
between the strategic decisions made, their resultant actions, and their determinants in
endo- and exogenous areas is the key to proper control. The sense and the form of these
relationships are dependent on the subject of control, and the control of the match of
marketing strategy to the current macro- and microenvironment of a company is a special
case. One way or another, a marketing strategy should be an integral element of reference
for each marketing strategic control. It should be asserted that the results of marketing
control do not pertain to the assessment of absolute states of the studied marketing areas,
but the relationships between these states and the defined goals and directions of the
development of strategic marketing in a company, taking into account the internal and
external conditions of the company functioning.
Control is apparent in every statement that advocates striving to reach the goal
(customer satisfaction, profit, developing the range of products, etc.) or taking concrete
steps (creating customers, markets, launching new products, shaping the price, distribution,
assortment, and promotional policy). Each of the above requires determining the ultimate
result of the procedure. Such reasoning limits a wider interest in the specified control
stage. At the same time, the managerial approach to marketing designates new areas for
its control, inter alia the ability to integrate various business functions under the umbrella
of marketing, the ability to shape demand and transform it into purchasing acts, and the
ability to generate the desired market and economic results.
The main objective of the paper was to define key factors in individual areas (market
area, area of customer’s value, financial area) connected to business activities and show
their interconnection. To support the main objective, the partial aim of the paper was
defined. The partial aim was the definition of possible relationships between observed
factors. According to the partial objective of the paper, a hypothesis was stated: “there
exists dependence between the realization of individual business activities and their perfor-
mance”. The purpose of the paper was to analyze the relevance of marketing and business
activities in connection to the performance evaluation in three areas: market, customer,
and financial. There is a problem with the definition of the measuring indicator set. From
a general point of view, there is no universal set of indicators, not only in the financial
area but also in all relevant areas in a company [73,74]. If the company makes a correct
choice of relevant metrics for measuring marketing activities, their realization moves to the
minds of managers, leading to long-term sustainability, and the company transforms its
environment according to the concept of Society 5.0 [36,75].
Proved empirical research due to the application of factor analysis reduced individual
activities. According to the results of the research, we can mention five new factors, which
include key indicators in chosen areas. We identified two factors in the market area, one
factor in the customer’s value area, and two factors in the financial area. Individual variable
indicators are as follows:
• Market area:
◦ Factor FM1 : xM4 —category development index; xM5 —market penetration; xM6 —
brand penetration; xM12 —monitoring in wide audience.
◦ Factor FM2: xM1—market share; xM2—SBU market share; xM3—relative market share.
• Area of customer’s value:
◦ Factor FC1 : xC1 —profit per customer; xC2 —customer’s lifetime value; xC3 —
average costs of acquisition; xC4 —average costs for keeping a customer.
• Financial area:
◦ Factor FF1 : xF7 —return on sale (ROS); xF8 —earnings before interest, taxes, depre-
ciation and amortization (EBITDA); xF9 —economic value added (EVA); xF10 —
return on marketing investment (ROMI); xF11 —return on investment (ROI).
◦ Factor FF2 : xF2 —profit %; xF3 —variable and fixed costs; xF6 —net profit.
All obtained factors were evaluated by Pearson’s chi-square test for independence.
From eight relations of observed factors, seven connections were verified, all reaching
significance values within 5% of the limit of error. One connection was over the 5%
significance value. The intensities of all dependencies were in the range from 0.339 to 0.792.
A primary limitation of this paper is the focus on companies operating in the Czech
Republic. The next specific barrier is due to the application of the dichotomic variable
(Yes/No answer) in the questionnaire survey, which could lead to misinterpretation at a
certain level. Improved results could be reached in case of elimination of such barriers.
The best way to identify the index of the factor is the use of a particular value of the
metrics. However, such value would be obtained mainly from accounting sheets employing
financial metrics. On the contrary, nonfinancial metrics do not contain any specific value.
The kind of limitation could depend on the specificity of the measuring habits in the
company. The best results can be obtained by a company inputting correct results of
financial indicators. There could be a problem with the values because each industry
should have specific values. In the case of the usage of nonfinancial indicators, there is
the problem of indicators having no general scale for measuring. This is because many
nonfinancial indicators are connected to the corporate environment and particularity
of industry.
Based on factor analyses of both financial and nonfinancial metrics groups, key metrics
were found; these metrics must be used by companies in almost all cases of the effectiveness
verification process. According to Horák et al. [76], financial and nonfinancial indicators
play important roles in the explanation of corporate health and support a company’s possi-
bilities of reaching relevant performance levels. The health of a company is given not only
by its financial results but also by nonfinancial results in connection to the environment [77].
If a company requires monitoring of marketing activities’ effectiveness, it is necessary
to define these activities in the right way. This way is linked with stakeholder’s knowledge
(their wishes and needs) and awareness of corporate goals. These key activities in the
marketing area are under regular and periodical effectiveness measuring. All areas in the
company, in connection to marketing activities, are focused mainly on customer value
creation. If a company could understand their needs, then it may fulfill these needs in a
better way. To observe individual activities, a company must (1) use market research to
determine customer’s requirements and the requirements of the rest of the stakeholders
and (2) maintain relationships with individual stakeholder groups.
We defined descriptive statistics for observed factors, which represent value in indi-
vidual records. It is possible to consider these values as characteristics of relations within
factors. This determination is made by the answer scale in the questionnaire (see Table 6).
It should be appropriate to use the same answer scale as was used in the survey for
index modification. For comparison of individual results within descriptive statistics, these
answers must be put as variables into index formulas due to the comparison of corporate
results and factor descriptive statistics showing the reached effectiveness level of realized
activities. If the factor value is higher than the mean, the company has effective marketing
activities. If an index is lower than the mean, the company realizes marketing activities
in a noneffective way and must improve these activities. In the evaluation process and
comparison of the results, it is necessary to achieve the following objectives:
• Defining responsible person for effectiveness evaluation;
• Preparing evaluation report;
• Giving evaluation reports to responsible persons.
An important part of the evaluation process is continuous control of marketing activi-
ties’ relevance. All defects observed during control must be corrected. Then, it is important
to apply the whole control process. In the evaluation process and comparison of the results,
it is necessary to achieve the following objectives:
• Defining responsible person for control;
• Continuous monitoring and scoring of realized marketing activities;
• Obtaining evidence of control;
• Developing innovations for continuous effectiveness of marketing activities.
Author Contributions: Conceptualization, P.H. and P.M.; methodology, P.H., F.M. and P.M.; formal
analysis, F.M. and P.M.; investigation, P.M.; data curation, F.M.; writing—original draft preparation,
P.H. and F.M.; writing—review and editing, F.M.; visualization, F.M. All authors have read and
agreed to the published version of the manuscript.
Funding: This research received no external funding.
Conflicts of Interest: The authors declare no conflict of interest.
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Judul Artikel Konsep Pengendalian Strategis dalam Manajemen
Pemasaran dan Hubungannya dengan Pengukuran
Kinerja Pemasaran
Nama Penulis Piotr Hadrian, Frantisek Milichovsky, dan Pavel
Mracek
Nama Jurnal Sustainability
Bulan dan Tahun Jurnal April 2021
Volume dan Halaman 13(7), 3887
Tujuan Penelitian Untuk mengetahui relevansi kegiatan pemasaran dan
bisnis sehubungan dengan evaluasi kinerja di tiga
bidang: kinerja pasar, pelanggan, dan keuangan.
Mengikuti tujuan penelitian yang telah ditentukan,
kami berhipotesis bahwa ada hubungan antara
berbagai faktor yang dapat diamati, yaitu indikator
pasar, indikator keuangan, dan indikator nilai
pelanggan. Bukti empiris dari makalah ini berasal dari
data kuantitatif tingkat perusahaan yang dikumpulkan
melalui kuesioner email, yang menghasilkan 708
tanggapan berkualitas dari perusahaan di Republik
Ceko. Analisis tersebut menggunakan analisis faktor
untuk mengidentifikasi indikator pemasaran utama
yang mendukung pemasaran strategi perusahaan di
area tertentu. Selanjutnya, uji chi-square Pearson
digunakan untuk mengidentifikasi kemungkinan
ketergantungan antara faktor-faktor yang diamati.
Subjek Penelitian 708 tanggapan berkualitas dari perusahaan di
Republik Ceko
Metode Penelitian Metode yang digunakan, yaitu analisis faktor
eksplorasi untuk menentukan indikator komposit
utama dalam cara mengendalikan aktivitas pemasaran.
Sebagai metode komputasi dalam analisis faktor,
rotasi varimax digunakan. Penerapan analisis faktor
diverifikasi oleh dua tes yang relevan. Tes pertama
adalah tes Kaiser–Meier–Olkin (KMO). Koefisien
KMO memiliki nilai dalam interval〈0; 1〉dan
didefinisikan sebagai tingkat koefisien korelasi dan
jumlah kuadrat korelasi dalam koefisien parsial. Tes
kedua adalah tes kebulatan Bartlett, yang
mengevaluasi hipotesis nol dalam matriks identitas.
Teori Penelitian Penelitian yang dilakukan oleh Evert Gummesson
(2002) dalam jurnalnya yang berjudul, “Nilai Praktis
dari Teori Manajemen Pemasaran yang Memadai”
didapatkan hasil bahwasannya Filsafat Veda
memperlakukan pengetahuan sebagai perpaduan dari
tiga elemen yang saling berinteraksi: proses
mengetahui (metodologi), yang mengetahui (peneliti)
dan yang diketahui (hasil). Ketiganya dibutuhkan
dalam knowledge generation. Objek di dalam jurnal
tersebut dikenal dalam bentuk teori pemasaran pada
tingkat umum yang tinggi. Sejumlah tema dalam teori
pemasaran yang mana dibahas dengan memperhatikan
validitas, generalitas, dan penerapan praktis
pemasaran. Sedangkan, di dalam jurnal ini, teori
pendekatan kontrol strategis diturunkan dari
pendekatan sistemik, yang bermuara pada kontrol
elemen-elemen terpilih atau poin-poin kunci, yang
diberi status elemen strategis. Elemenelemen tersebut
dapat merangsang atau menghambat operasi seluruh
organisasi, mempengaruhi efisiensi dan
efektivitasnya, dan kemampuan untuk
mengidentifikasinya adalah salah satu keterampilan
penting dari manajemen yang baik.
Isi Review Jurnal Hasil penelitian yang diperoleh menunjukkan
bahwasannya perusahaan terutama menggunakan
indikator keuangan untuk memantau dan memeriksa
aktivitas mereka di area pemasaran. Penggunaan
indikator keuangan sehubungan dengan area
pemasaran terutama didasarkan pada pendekatan
tradisional perusahaan dalam proses pengukuran.
Seluruh mekanisme pengendalian dalam perusahaan
memerlukan pengendalian yang berkesinambungan
atas seluruh aktivitas perusahaan, dengan perubahan
yang relevan dalam pelaksanaannya, dan
perbandingan hasil yang diperoleh dengan pesaing
atau hasil perusahaan pada tahun-tahun sebelumnya.
Kelebihan Kelebihan di dalam jurnal ini antara lain, yaitu
terdapat kesesuaian antara tujuan jurnal dan
kesimpulan yang diperoleh, penyajian data dalam
bentuk tabel yang kemudian dijelaskan lagi sehingga
mudah untuk dipahami, serta metode dan desain
penelitian yang dijelaskan secara detail.
Kelemahan Kelemahan di dalam jurnal ini, yaitu terdapat
beberapa kata yang sulit untuk dipahami khususnya
bagi pembaca dari kalangan umum.
Kesimpulan Indikasi dan keputusan strategis dan kegiatan taktis
serta operasional dapat dievaluasi hanya dengan
perumusan dasar teoretisnya. Kontrol, yang hasilnya
tidak lain adalah hasil dari tindakan yang diambil,
tanpa mengacu pada keputusan strategis yang
mengikat atau direncanakan, paling baik dianggap
sebagai kontrol taktis, dan paling sering sebagai
kontrol operasional (terlepas dari signifikansi atau
kompleksitasnya). cakrawala waktu, mereka dianggap
sebagai gejala dari karakter strategis). Ini karena
penilaian yang tepat atas keputusan dan tindakan
tersebut bergantung pada situasi internal perusahaan
(sumber daya, posisi pasar, dan keunggulan
kompetitif) dan situasi di lingkungannya (dekat dan
jauh). Itulah sebabnya penilaian hubungan antara
keputusan strategis yang dibuat, tindakan resultan
mereka, dan penentu mereka di daerah endo dan
eksogen adalah kunci untuk kontrol yang tepat.

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sustainability

Received: 12 March 2021

Publisher’s Note: MDPI stays neutral

Sustainability 2021, 13, 3887. https://doi.org/10.3390/su13073887 https://www.mdpi.com/journal/sustainability

2.2. Control in Marketing Management

Table 1. The scope of control within the selected marketing concepts.

production (provision of services), to generate a satisfactory economic result (profit)?

Solutions to conflicts between marketing, and other functions of an organization

units of the market?

satisfaction and delivering the expected financial result to other stakeholders

2.3. Marketing Operational Control

2.4. Marketing Strategic Control

2.5. The Conceptual Approach to Strategic Marketing Control

Figure 1. The concept of marketing strategic control.

3. Materials and Methods

3.1. Variable Definition

3.2. Sample Description

Table 2. The variables excluded from factor analysis.

Definition of factor formula is based on following relations:

3.4. Data Collection

4.1. Factors in the Market Area

FM2 = 0.69670 × XM1 + 0.15616 × XM2 + 0.14715 × XM3 (3)

4.2. Factors of Customer’s Value

Table 4. The component matrix for items in the customer’s value.

XC1 XC2 XC3 XC4 XC5 XC6 XC7

FC1 = 0.46629 × XC5 + 0.44760 × XC6 + 0.08611 × XC7 (4)

4.3. Factors in Financial Area

FF2 = 0.40377 × XF2 + 0.31494 × XF3 + 0.28129 × XF6 (6)

Table 6. The descriptive statistics for observed factors.

Table 7. Relations between observed factors.

FF1 FF2 FC1

Figure 2. Observed dependencies between obtained factors.

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