I was not surprised to read Helen Cooper’s comment in “The Prize is Right” (MW January 17) that “it is only those providing value for money who can expect to receive the full range of fringe benefits”.
I would go so far as to say the move towards greater accountability was one of the more positive elements to emerge from the recession, and that focus on adding value can only increase, meaning that marketing in the future will be dominated by those who can demon- strably use resources intelligently.
Yet the salary survey begs a second survey. What are the elements of “performance” which must bear scrutiny? What “results” are encompassed by this lexically-loose term? Are we talking measurability in terms of increase in market share, or profitability for the organisation? Does it include the ability to provide analysis of return on all resources used? And does it extend to the “non-task” aspects of performance, such as management skills, personal or training development and so forth?
A second survey may provide further insight into the marketer’s role. In the old days, there was a tendency for ego to triumph over talent, and talent to triumph over interpersonal skills. What is the current situation? We wait with bated breath.