If you work in marketing and are being challenged by management to demonstrate that you are an investment and not just a cost to the business, then this post is definitely for you.
Marketing is coming under a lot of pressure these days; it is being asked, no dem anded, to demonstrate the ROI of their investments. With the explosion of information readily available from social media, this has become even more pressing. In response, marketing is showing how many “Likes” they have on Facebook, or how many fans they have on their br and pages, but are these effective and relevant measures of marketing success today? I doubt it.
As mentioned a few weeks ago, marketing is no longer (just) the creative arm of business (you can read that post here); – it is now also heavily involved in data integration and analytics, with the need to befriend the IT department to manage all the information.
This is a truly exciting time to be in marketing, especially because of all these changes. However change also brings its own challenges and many in marketing are feeling the need, if not obligation, to defend their budgets, whether stable or increasing. This is due to the many opportunities for what many see to be “free” media on the web, so I thought it would be useful to review what marketers can do to ensure they continue to be viewed as the essential predecessor of sales that they are in reality.
“Everything that can be counted doesn’t necessarily count; everything that counts can’t necessarily be counted” Albert Einstein
According to the Lenskold Group’s 2010 B2B Lead Generation Marketing ROI Study, most marketers don’t know what impact a 10% increase or decrease in their budgets would have. Therefore if the CEO is looking for money, you know where he’s likely to go; if marketers can’t defend their own budgets, who will?
One of the biggest challenges faced by marketing people is that they don’t all speak the language of business. CEO’s and CFO’s are interested in sales, margins and profits, so there is no point in speaking to them about increasing awareness or the number of clicks on your latest website or ad – unless you can say what impact these increases will have on the business.
I think that the main issue with calculating marketing is that too many marketing plans are still being developed based upon those of previous years, without too much thought going into what the objectives of each action are specifically. How many times have you been asked why your br and is running three new ad campaigns this year and the reply is “because we ran three last year”!
If you or your organisation is likely to reply in a similar fashion, here are three tips for you to consider:
#1. Plan the metrics when you plan the actions
Marketing are often found scrambling to prove why their budgets should not be cut half-way through the year, when the CEO is looking for money. Unless you know what the results of your actions are likely to be, as well as best case and worst case scenarios, which means you have already thought about the outcomes and metrics, you are unlikely to be able to defend your continued spending when times are tough.
Defining the metrics doesn’t mean finding the easiest way to measure your actions, but the way that will produce the most relevant metrics to show their impact on sales and profit. Thus although advertising does impact awareness, it is only when the awareness level is linked to trial and purchase does it become relevant from a business perspective.
#2. Aim for foresight rather than “eyesight”
There has been a lot of talk about developing insight in recent years, but I think it is even more valuable for business to develop foresight. Most market research studies measure what is happening at best and often report what happened in the past, since the results are presented weeks if not months after their recording.
To be effective you need to get more comfortable with hypotheses and considering likely outcomes of your actions, in order to know when you need to ask for more budget or when you might even return monies if your actions are not delivering the expected results. No CFO will reduce budgets next year just because you didn’t use all your money this year, if they can clearly underst and how you came to the decision concerning the required investments and the likely results.
Another point to consider is to run test and learn exercises, which will save time and provide metrics on which to base your hypotheses, when the test is compared to a control group. CFO’s love numbers and comparisons are even more likely to meet with approval of your dem ands.
#3. Think quality not (just) quantity
Marketing is usually happy to report on the number of contacts made at an event, or the number of people remembering an ad campaign, when in many cases increases in these contact / recall numbers don’t mean an equal or proportional increase in sales. So unless you know exactly the relationship between the two, find a more meaningful metric for the business.
Management always has too much to read and review, so keep the metrics to a small number, three to five should be sufficient. Since marketing directly impacts sales, the effectiveness KPI’s chosen should be a collaborative decision of the two departments concerned. Whether your organisation is used to working with a sales funnel, a path to purchase or a decision journey, choose metrics that can be measured in a consistent way along it and thus also followed over time.
And one last word of warning; link your metrics to outcome not to spend, which is the easier and oft chosen one. Of course a CMO will be following many more than 3-5 metrics of the marketing activities, to ensure the budget split is as effective as possible, but the CEO will not need to see them all.
These are just three tips to help marketing defend their budgets through appropriate measurement; what others would you add?
For more on KPI’s please see our C3C Solution on our website here: https://www.c3centricity.com/home/underst and/
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