{"id":862302,"date":"2025-07-13T21:14:25","date_gmt":"2025-07-14T02:14:25","guid":{"rendered":"https:\/\/newsycanuse.com\/index.php\/2025\/07\/13\/reduce-marketing-employee-turnover-to-improve-performance-academic-study\/"},"modified":"2025-07-13T21:14:25","modified_gmt":"2025-07-14T02:14:25","slug":"reduce-marketing-employee-turnover-to-improve-performance-academic-study","status":"publish","type":"post","link":"https:\/\/newsycanuse.com\/index.php\/2025\/07\/13\/reduce-marketing-employee-turnover-to-improve-performance-academic-study\/","title":{"rendered":"Reduce marketing employee turnover to improve performance [academic study]"},"content":{"rendered":"
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Rigorous study shows marketing turnover has a high cost and lasting impact; demonstrates the importance of continuously investing in the marketing team<\/em><\/strong><\/h2>\n

When a marketing team turns over a team member, two things happen:<\/p>\n

1) the value of the brand falls; and<\/p>\n

2) customers hear more negative news about the company.<\/p>\n

These adverse effects are more pronounced when senior- and mid-level marketing employees leave. The impact is also strong for marketing employees who are responsible for digital marketing activities.<\/p>\n

While the adverse effects are not as strong for junior employees, the loss of junior employees, however, seems to adversely impact senior leaders.<\/p>\n

This conclusion stems from a new academic study published recently. I first read about the study in the UK trade publication, Marketing Week<\/a><\/em> and included it as the top story in my monthly newsletter, rounding up<\/a> interesting articles in marketing and PR.<\/p>\n

Even so, I wanted to get a better understanding of the study, so this past weekend I read through the 50-page academic paper.<\/p>\n

Why the interest? I\u2019ve been part of a marketing team that experienced high turnover as a result of a business reorganization, so I\u2019ve seen the effects but wanted to see, precisely, how the researchers came to that conclusion.<\/p>\n

That particular business seemed to reorganize every six months.\u00a0We\u2019d work hard to build momentum, and then another reorg would come along, and we\u2019d have to start all over. We were stuck in a perpetual loop of stutter steps. This study, I think, offers some empirical reasons explaining the impact of that high turnover.<\/p>\n

(click any image for higher resolution)<\/em><\/p>\n

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Defining \u201cbrand equity\u201d and \u201cbrand buzz\u201d<\/strong><\/h3>\n

The word brand gets thrown about in marketing with almost a religious zeal. There\u2019s a lot of theory, writing and anecdotes suggesting evidence to believe in it, but little scientific data. Those who say that have experienced the power of brand marketing<\/a> done well believe in it, while those who haven\u2019t don\u2019t. After 25 years in the space, I\u2019m a believer.<\/p>\n

Yet this study tapped the data from the YouGov BrandIndex to bring some rigor to the concept. It\u2019s effectively a daily survey of 5,000 randomly selected consumers from a survey panel of five million people. It\u2019s used, in part, to develop two metrics for \u201cbrand equity\u201d and \u201cbrand buzz.\u201d<\/p>\n

Both are measured using a formula that is reminiscent of how the Net Promoter Score (NPS) is calculated:<\/p>\n