However, marketers should not be ashamed of receiving performance-related bonuses. On the contrary, used wisely, they provide a robust incentive that recognises the direct impact that marketing has on a company's bottom line.
For proof, one need only look at the pivotal role played by marketing in the recent success stories of several key brands. Few could argue, for instance, that the turn-around in Sainsbury's fortunes does not warrant some kind of reward for the team that made it happen. McDonald's and O2 are other examples of business revitalisation that have their roots in marketing.
During a recession, the need to recognise that marketing excellence is even more vital. A clever idea, executed effectively, can make a massive difference to the balance sheet.
Companies that link payouts to profits will be handing out smaller awards this year. However, they should be careful to ensure that mark-eters are given a sufficient financial incentive to produce the campaigns and strategies that will help drive performance as the downturn ends.
As we reveal in our careers analysis this week (see page 14), marketers' bonuses are rather more modest than those being lavished in the City.
Although bonuses have increased slightly for more junior employees, rewards for senior staff have got smaller. Nonetheless, these payouts are an effective way to motivate staff on the shopfloor.
Consumer dissatisfaction with bonuses should, therefore, not be allowed to blunt what it is a vital tool for incentivising marketing excellence.
Richard.Abbott@haymarket.com
Lucy Barrett is away