Market-Based Assets

Srivastava, Shervani, and Fahey proposed that relational and intellectual market-based assets (customer and channel relationships, brands, knowledge) create shareholder value by accelerating and enhancing cash flows, reducing their volatility and vulnerability, and increasing their residual value. One paper gave marketing a vocabulary that chief financial officers already used.

The column's only Inputs-block cell: every other cell measures outcomes. Market-based assets is the moment the family stopped measuring results and named the resources that produce them, then turned back to measurement for three more eras.

Four curated links out: Satisfaction and Firm Value, Customer Equity and CLV, Brand Portfolio, and CSR and Market Value. Each of those families obtained its "and firm value" cell by borrowing this logic. Eighteen deep-dive mentions in nine families add innovation and stock returns, financial brand valuation, customer-based valuation, and supply chain disruption costs.

Three curated links in: Brand Equity (the intellectual asset it starts from), Commitment-Trust (the relational asset), and Positional Advantage with Market-Driven Capabilities (the resource view applied outside the firm). Its reference list reads like the 1990s Core Table: Kohli and Jaworski, Narver and Slater, Day 1994, Hunt and Morgan 1995, Keller 1993, Anderson, Fornell, and Lehmann 1994.

44 anchor works in 13 families cite it; 16 Core cells hold one. Expected: Satisfaction and Firm Value, Customer Equity (Gupta, Lehmann, and Stuart, 2004; Rust, Lemon, and Zeithaml, 2004), Performance Outcomes. Less expected: Radical Innovation (Chandy and Tellis, 2000), CMO and Marketing Power (Feng, Morgan, and Rego, 2015; Germann, Ebbes, and Grewal, 2015), Brand Activism (Vredenburg et al., 2020), myopic management (Mizik and Jacobson, 2003), and subscription valuation (McCarthy, Fader, and Hardie, 2017).