The Capability Maturity Model as an Advertising Process Maturity Paradigm

Master's Thesis from the year 2016 in the subject Business economics - Business Management, Corporate Governance, grade: 90.0, University of West Alabama, language: English, abstract: Each day business leaders and administrators are leading their entities as different processes and sub-processes are being performed. Processes take place within every domain of entities, such as accounting, advertising, human resources, information technology, management, and production. These entities rely on the performance of these processes to determine their success or failure. Due to this, it is vital that the business leaders implement strategies to effectively manage the growth and maturation of the entity's processes. Previous literature includes examining such process models as the Defining Advertising Goals for Measured Advertising model, the Foote, Cone, & Belding strategy matrix, benchmarking, Total Quality Management, Six-Sigma, business process improvement, business process management, business process reengineering, standards, policies, and legislation. However, these previous models do not approach business process management through using a model that progressively matures the processes. The Capability Maturity Model is a model that approaches business process management through a five-step model that seeks progressive improvement and maturation of processes. This model has been previously studied in areas such as project management, logistics, information technology, finance, software, industrial management, and criminal justice. None of the previous literature has studied adapting the Capability Maturity Model within the context of advertising processes. Therefore, this study proposes a derivative of the model for advertising processes. The model, crafted as the Advertising Maturity Model, will serve to approach advertising process improvement through progressive maturation. The conclusions and recommendations from this research stem from the results of a questionnaire distributed to employees who currently or previously have worked in business settings that administer advertising processes. Overall, the conclusions show that this research failed to exhibit that all five levels of the Capability Maturity Model's framework are perceived with the respondents. Due to changes in the management of processes amongst organizations, it was recommended that future studies further examine the use of the Capability Maturity Model with additional approaches. This research provides future researchers with a reference from which multiple further studies may be conducted pertaining to the Capability Maturity Model's use.