By Timothy L. Keiningham
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Extra resources for The Wallet Allocation Rule: Winning the Battle for Share
1 —David Packard, cofounder and past chairman, chief executive officer (CEO) and president of Hewlett-Packard “Marketing measures ROI [return on investment] in terms of marketing, such as customer satisfaction and brand value instead of the most relevant relationship, the one between spending and the gross profit generated from these investments…brand value! What in God's name is this anyway? S. professional services firm)2 CEOs around the world have stopped trusting their chief marketing officers (CMOs).
In fact, the relationship is so extraordinarily weak that it is managerially irrelevant. This is not an overstatement. Satisfaction (and NPS) is so weakly correlated with the share of spending that customers allocate to the brands that they use that it is useless as a metric to drive higher share of wallet. 42 In layman's terms, this means that 99 percent of what is going on with consumers' share of category spending is completely unexplained by knowing their satisfaction level or NPS. Worse still, the effect of the change in satisfaction on changes in share of wallet is even weaker.
9 Marketing's failure will ultimately be reflected in the customer experience. In fact, it already is. Given the current CEO-CMO breakdown, it's not surprising to find a corresponding breakdown between the way senior executives view their companies and the way their customers do. After all, it's marketing's job to be the champion of the customer for the CEO. What is surprising, however, is the enormity of the gap. A study reported in the Harvard Management Update finds that 80 percent of company executives believe that their companies provide a “superior” customer experience.