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Improve Marketing Accountability

How do Marketing teams create value? By finding, keeping, and growing the value of customers. In fact, research finds that best-in-class (BIC) marketers who can demonstrate and measure their impact, value and contribution either join the C-Suite, or gain them as their champion. The research goes on to show that this elite group of value creators do four things consistently better and differently to achieve business results and C-suite support: alignment, accountability, assessment, analytics and activation. They are relentless in their pursuit of marketing excellence and regularly assess and benchmark their capabilities.

Becoming a BIC marketer on the performance management front, achieving marketing excellence, and serving as a value creator takes aspiration, perspiration, and commitment. But isn’t your credibility in the organization, your ability to influence “the big decisions,” and less resistance to securing the needed resources — worth it?

Improve and prove the value of your marketing initiatives with the countless practical resources in this learning center. To access many of these resources, you will need to join and use your log in.

Marketing Accountability

Best-in-Class marketers understand that marketing accountability encompasses measuring and reporting on what matters to the business as a whole. In return, they are able to demonstrate why they should receive additional investment. Best-in-class (BIC) marketers build cultures of marketing accountability.

What You Measure is the Secret to Marketing Accountability

What Marketing can measure today is only limited by your imagination. Measurement alone won’t increase your budget. An essential component of marketing accountability requires you to properly define how you will measure, track and report your value, contribution and impact to the business. The secret is to choose measures that connect the work of Marketing to business results and value.

BIC marketers create metrics chains, establishing links between activity, output, operational metrics, and outcome metrics. Focus on the metrics that help you make investment decisions and appropriate course corrections.

Why Your Dashboard is Crucial to Marketing Accountability

Your dashboard is about more than Marketing ROI. Dashboards that consist of a smorgasbord of numbers that report on activity and outputs are missing the mark. Support your marketing accountability efforts with a dashboard that guides your actions and helps you mitigate risks. Use your dashboard to ascertain what is and isn’t working, and whether Marketing is within proper operating and performance target parameters.

Create a dashboard that…

  • Measures Marketing’s contribution
  • Tracks and analyzes Marketing performance
  • Facilitates strategic and investment decisions

If your Marketing dashboard doesn’t guide your strategic and investment decisions, it’s time to return to the drawing board.

With improved marketing accountability, nothing’s stopping you from joining the ranks of the BIC.

Check out our additional resources to improve your marketing accountability. Or, simply give us a call to discuss your metrics and schedule a Dashboard Review.

Marketing Accountability Case Studies

  • Prior to their company launch, BroadCloud, a wireless technology provider asked VisionEdge Marketing to create a positioning framework that would help them dominate the wireless Internet market. In the JumpStart™ discovery sessions, VisionEdge Marketing worked to position the company appropriately within the marketplace and evaluate potential competitors. The framework was adopted across the company and also provided a foundation for creating collateral material.
  • Even companies with MBAs realize there is value in honing their marketing skills. TManage, a provider of secure remote solutions, utilized VisionEdge Marketing's Learning Services to develop a customer-focused integrated marketing plan. This case study explores how onsite workshops can help marketing departments produce a marketing plan within a short timeframe.
  • A successful IPO and strong alliances provide a good foundation. Yet they are often only the beginning. With a strong foothold in the remote networking services market, NetSolve wanted to expand their awareness among channels and end-users in a thoughtful planned fashion based on a solid brand strategy. This case study highlights how using VisionEdge Marketing's JumpStart™ and PowerStart™ methodology creates a comprehensive strategic and tactical plan that can be quickly developed and staged for rapid implementation.
  • Mergers and acquisitions continue to be commonplace in today's environment. Following a slew of mergers and acquisitions over just a few years, ETS-Lindgren, a testing and measurement company found itself managing a plethora of brand identities and value propositions. They realized they needed to simplify and consolidate their marketing efforts. This case study reviews how gathering customer intelligence and using the JumpStart™ methodology solidified the company's branding platform, and provided a realistic plan of action to bring focus to the company's brand strategy.
  • Non-profits are always in search of funding and spend a good portion of their energy seeking investors. A young, technology-focused non-profit within Austin's Independent School District was having difficulty communicating its value to potential investors. This case study highlights how the, VisionEdge Marketing's HeadStart™process enabled them to formulate their messaging and build out their investor presentation. The group used the content to secure funding via grant applications and investor meetings. NOTE: Only registered users may download case studies. To login or register for an account, please click the login link at the top of the page.
  • As companies make marketing investments they often realize they need to improve their measurement systems accordingly. This was the case for Metrowerks, a software tools developer who wanted to renew their focus on metrics with an emphasis on better correlating their spending with results. The case study demonstrates how VisionEdge Marketing's PowerStart™, within the VisionEdge Marketing SmartStart Services Suite, enabled The Metrowerks management team to more tightly correlate marketing investments with results.
  • More and more companies are relying on the phone to identify and qualify new prospects. Oftentimes, traditional telemarketing isn't as effective as hoped. This case study reveals how EPSIIA used VisionEdge Marketing for intelligent phone follow up to gather data and assess the needs of the targets resulting in identifying new and immediate business opportunities.
  • This case study illustrates how VCON, a company that develops and manufacturers collaborative communication solutions, worked with VisionEdge Marketing to establish a key set of metrics that crossed markets and regions and served as the foundation for a marketing plan and budget the management team could evaluate based on business outcomes. Many companies are looking for business metrics and indicators they can use in marketing to assess not only their progress but also their strategic contribution. While closed-loop marketing metrics have their place in driving short term sales increments, companies also need strategic metrics that focus on long-term market position and out performing the competition. If you are looking for metrics that show management how economic value and shareholder value are directly related to customer value, then this case study may be a good place to begin.
  • This case study illustrates how BAX Global, Inc., a $2.4 billion supply chain management and transportation solutions company, utilized VisionEdge Marketing's Marketing Plan Assessment Program™ (MPAP) and its Metrics First Lab™ to identify and improve their metrics to better evaluate marketing's contribution.
  • This case study illustrates how Zebra Technologies, a leading global provider of rugged and reliable specialty printing solutions, used by more than 90 percent of Fortune 500 and global 200 companies, secured VisionEdge Marketing's MetStrat™ Service to align the marketing organization to business objectives, define metrics targets, create a dashboard, and socialize these within the company to more effectively measure ROI.
  • This case study illustrates how VisionEdge Marketing assisted Briggs Stratton, an engine power products group, in creating a metrics framework to tie PR to business results. The case study reveals how the team shifted from media impressions as the primary measurement to metrics that provided insight into how a specific PR initiative affected the brand and sales.
  • This case study explains how VisionEdge Marketing worked with Kronos, Inc., a global provider of human capital management solutions, to build a marketing dashboard. VisionEdge Marketing deployed its MetricsFirst™ service to help Kronos develop a set of marketing objectives directly tied to corporate initiatives and concrete metrics to enable better integration, collaboration and improved efficiencies.
  • This case study reveals how a financial services organization used the VisionEdge Marketing Accelance® process to establish measurable objectives and budget to link marketing more directly to the business. This business invests millions of dollars to market its products. A key question is whether the organization is optimally allocating these funds. Learn how this team gained the ability to establish and measure results against performance targets within their payback parameters and how for the first time they can measure their contribution in terms that are meaningful to their executive team.
  • This case study explains how the Elsevier Science and Technology product marketing organization used the VisionEdge Marketing process and training to professionalize their team and adopt a performance management approach. A key question for the team was how to measure their impact on the business. Learn how this team used a mapping process to ensure alignment between product marketing and the business and to identify metrics to monitor and measure performance and how the process has transformed the team into a strategic partner and best practice center.
  • This case explains how VisionEdge Marketing helped Southwest Airlines Co. (NYSE: LUV), a low-cost airline based in Dallas, Texas and the largest airline in the United States and the world (based on the number of passengers carried per year, as of December 31, 2007), develop a measureable customer-centric plan and a repeatable planning process. Many a time, the sales and marketing organization has a general idea of what they need to do to accomplish various goals, but without a focused effort or a well-articulated roadmap to follow they are unable to define what is working and what specifically needs to be done. This case is an example of how a measurable customer-centric integrated sales and marketing team can improve marketing through defining measurable objectives, organizing information better, defining key customer-centric metrics for measuring marketing, and identifying missing pieces of information needed to make better decisions.
  • This case study provides insight into how TÜV SÜD America Inc., a globally recognized testing, inspection, and certification organization, leveraged VisionEdge Marketing's "Six Steps to Creating a Customer-Centric Measurable Marketing Plan" to provide a clear roadmap for how Marketing is working with Sales to meet operational and sales goals.
  • Microsoft presented CONQUEST Technology Services with an opportunity to be a “go-to” partner in their region for their new Microsoft Unified Communications (UC) solution. This case study discusses how CONQUEST used VisionEdge Marketing's Outcome-Based Mapping methodology to produce a customer-centric measurable marketing plan with quantifiable business results to become Microsoft's "go-to" partner in their region.
  • Transforming from Product-Centric to Customer-Centric with a Focus on Accountability. This case study gives insight on how Winton Global Homes used our Outcome Based Mapping methodology to produce a customer-centric measurable marketing plan.
  • Kennametal is a world leader in the metalworking and wear solutions industry, serving customers in 60 countries. According to Kennametal’s VP and CMO, the “entire leadership team believes marketing is a critical driver for growth, which puts the burden of proof on the team to demonstrate that marketing is more than an exceptional service provider and producer.” As a result, the marketing team needed the ability to connect the impact of their marketing initiatives to business results. Like many marketing organizations, there were an extensive number of metrics in place that showed that Marketing was busy; what wasn’t clear was whether the team was working on the right things. In this Case Study, learn how the Kennametal team employed VEM’s expertise and patent-pending Accelance® software to create an actionable marketing blueprint that provided clear alignment between Marketing and the business, defined customer-centric outcome-based metrics, and a roadmap for further operational development.
  • Safe Systems is a national leader in providing IT solutions exclusively to financial institutions. Like many businesses, Safe Systems was faced with the challenge of shifting its business philosophy from a primarily small business opportunistic approach to a more strategic mid-sized company. The company created a vision and a plan for growth and realized the critical role marketing plays in the implementation of this growth plan. Discover how Safe Systems utilized VEM's Accelance® Methodology and Application to align marketing to the business and develop metrics to accurately measure marketing's impact and demonstrate marketing's value.
  • The National Renewable Energy Lab (NREL) is the U.S. Department of Energy’s (DOE) primary national research and development laboratory for renewable energy and energy efficiency. NREL works with agencies and public and private organizations around the world to support the appropriate deployment of renewable energy technologies. To facilitate the adoption process of new energy technologies, entities known as Regional Resource Centers (RRCs), serve on the front line to provide needed information and introduce new technologies to stakeholders. Learn how NREL employed VisionEdge Marketing’s process to create a data-driven metrics approach for evaluating the impact of the RRCs on the adoption process.

Marketing Accountability White Papers

  • Over 400 organizations participated in the 16th Annual Marketing Performance Management (MPM) Benchmarking Study. This year we wanted to tease out the subtle nuances that separate the Best-in-Class Marketing organizations from the rest of the pack when it comes to being able to prove Marketing’s value, contribution and impact. Turns out this elite group of marketers are significantly better in 5 key areas of performance management and leverage Marketing Ops differently. Find out how to join their ranks.
  • Organizations provide Marketing with funds to invest on their behalf in activities that provide business benefits—specifically, growing market share and increasing customer lifetime value and customer/brand equity. Organizations expect Marketing to invest these funds in developing and executing strategies that will result in consideration and preference for their products and services, and do so better, faster and less expensively than if the organization invested the money elsewhere. To be effective, Marketing needs to address two areas: alignment and accountability. This paper offers methodologies and steps for improvement in these areas.
  • The leadership team's expectations and pressure on Marketing continues to rise. More and more the C-Suite wants to know how your Marketing is impacting the business. Numerous studies, both ours and those from other organizations, suggest that Best-in-Class marketers are significantly better in their ability to align marketing with business outcomes and clearly convey their impact and contribution to the organization. Addressing marketing alignment and accountability requires Marketing to clarify the strategic intent of all the investments it makes, and to measure and communicate the degree to which Marketing delivers on its commitments. This paper details the methodologies and steps for achieving proper alignment, and accountability, and for using data, analytics and reporting to improve strategic decisions, performance, and marketing measurement.
  • Marketing suffers from a crisis of credibility. Typically, executives outside the marketing department perceive that marketing exists solely to support sales, or that it's an arts and crafts function. Either way, marketing often does not command the respect it deserves. What can marketers do so they are seen as part of a machine that drives revenue and profits? How can marketers take more control over the revenue process, build the respect of their organizational peers, and earn a seat at the revenue table? This guide will help you do just that. We will help you answer key questions like: What are the most important marketing metrics for me to use? How can I measure my various marketing programs’ impact on revenue and profit? How can I best communicate marketing results with my executive team and board? Which personnel, procedural, and cultural changes need to occur within my organization so I can implement marketing measurement? And many more. NOTE: Only registered users may download white papers. To login or register for an account, please click the login link at the top of the page.
  • The challenge of connecting Marketing strategy and objectives to campaigns, programs, and tactics will only become increasingly important as Marketing budgets grow and additional resources are spent on Martech solutions. Use this eBook, produced in partnership with Hive9, as your road map to Marketing effectiveness—a guide to putting into place the measurement and processes needed to accomplish this difficult, but not insurmountable task.
  • Strategy, Planning and Investment Management are the focus of this first installation of the three-part series dedicated to helping you excel at Marketing Performance Management. This first installment to a three-part ebook provides guidance for how to win corporate buy-in, use planning to improve performance, create internal systems of record, and shift your budgeting from a cost-accounting approach to a business outcome-based approach. This series is must-read for Marketing leaders committed to building a high performing team that drives business results.
  • Delivering maximum impact from your Marketing takes enablement and execution. This second installment to a three-part ebook explore how to position your marketing team to achieve your corporate outcomes, implement effective team processes, maintain accuracy and flexibility with your budget, and select and integrate smart technologies that will help you achieve your goals. If you’re focused on building a high performing team that drives business results this series is valuable addition to your library.
  • Performance management, understanding and proving Marketing’s impact takes measurement and monitoring. This third and final installment to a three-part eBook provides guidance collecting and interpreting data, creating a measurement framework, and developing dashboards and benchmarking your performance. These are essential capabilities for any Marketing organization focused on serving as a value creating, propelling growth and operating as a center of excellence.

Marketing Accountability Recordings

Marketing Accountability Presentations

  • Whether your Marketing dashboard looks simple or sexy, actionability for all managerial levels in Marketing is key to maximizing progress. The explosion of channels and data adds further complexity to creating meaningful dashboards that trigger timely and well-informed decisions. This presentation addresses how create and leverage actionable dashboards that serves as an effective control panel, monitors performance and progress, enable you to manage risk and drive effective decisions.
  • Sales and Marketing are responsible for managing a predictable, reliable demand generation pipeline that produces higher value opportunities and maximizes revenue. The traditional approach to the pipeline-Awareness, Interest, Demand, Action or the more modified version of the pipeline-Awareness, Interest, Consideration, Purchase-is outdated. This session takes participants through the process of creating an opportunity pipeline based on the customer’s buying journey.
  • The MMA 14th Annual Fall Educators' Conference entitled “Best-Practices for Creating a Performance-Driven Marketing Organization." We hope you find the presentation valuable. In this presentation, Laura discussed the following topics: - Explore why measuring marketing is important is today's business climate. - Review the ROMI (return on marketing investment) Journey. - Introduce hurdles best-in-class marketers have overcome. - Identify what marketing needs to measure and a metrics framework. - Examine success factors. - Suggest steps for getting started.
  • CMO Council Presentation
  • 2009 IFCA Annual Conference In this two-part workshop, Laura discussed the following topics: - How to develop a customer-centric marketing plan. - The role of the marketing department in such a customer-centric environment. - The questions every marketing plan should answer. - Dragons and Quests: Key steps for analyzing your situation. - How to deploy the M.O.S.T approach to create a plan. - How to structure your Mission, metrics, outcomes, objectives, strategies, and tactics in a way that is both customer-centric and measurable.
  • eMetrics Marketing Optimization Summit entitled “Four Processes to Optimize Marketing Effectiveness.” In this presentation, Laura discussed the following topics: - ROMI Evolution - Introduce the concept and the characteristics of a performance-driven organization - Explore four processes to improve marketing effectiveness - Identify five best practices to improve marketing alignment and accountability
  • Marketers everywhere are being asked to demonstrate their contribution and value to the organization. CMO’s, Marketing VPs and Directors all are seeking a framework for organizational alignment and continuous improvement. Many marketers these days find that measuring and improving marketing requires defining and tracking the right metrics and then developing a meaningful way to present the data. The attached .pdf is the presentation delivered at the Henry Stewart Symposium in LA. It was designed to provide insight into key marketing metrics and to share a framework for designing a marketing dashboard. It will also offered a process for developing your own dashboard and characteristics of an effective dashboard to ensure your dashboard will facilitate key strategic decisions and link marketing to your organization’s business outcomes.
  • Marketers are increasingly being held responsible for growth and revenue. Today, data analytics provide the foundation for finding, keeping, and growing the value of customers - your growth engine. Join this webinar to learn about the skills and analysis needed to intelligently understand your customers, allowing you to reach them with the right content, at the right time, and in the right channel.
  • In this presentation, we teamed up with Allocadia, Origami Logic, Response Capture and revealed how to overcome the 4 key MPM challenges: 1. Justifying your Marketing investment plan and winning C-suite support 2. Equipping your team for execution success 3. Benchmarking best practices for the best results 4. Graduating from measuring tactical results to measuring true Marketing value.
  • The University of Denver Marketing Roundtable entitled “Marketing Metrics in Action: Creating a Performance Driven Marketing Organization.” We hope you find the presentation valuable. In this presentation, Laura discussed the following topics: - Recap the ROMI Evolution - Review four hurdles best-in-class companies overcome - Introduce the concept and the characteristics of a performance-driven organization - Explore five best practices to improve marketing performance measurement and management - Present a metrics framework and the processes necessary to create a performance-driven marketing organization
  • When you can connect your work to business results you earn relevance, credibility, and influence. Yet selecting metrics that matter to the C-suite is easier said than done. With so many things to measure and numerous ways to present metrics, it's common to miss the mark. A crystal clear understanding of how to gain the C-suite's attention is essential for funding growth. Use the learnings in this presentation to select metrics your top executive care most about and create clear line-of-sight between your activities, investment, and business results.
  • IQPC Workshop
  • This presentation explored some of the key things marketing executives and professionals need to do to create a performance-driven marketing organization that enables marketing to measure its contribution and value to the business. The program presented a framework any marketing organization can adopt, along with tangible steps and metrics every marketing organization can take and use to improve its accountability. We hope you can use this framework to develop your outcome-based customer centric metrics.
  • Here’s a quick self-test to see whether you’re marketing plan is ready for prime time: 1. When your leadership team receives your marketing plan do they have direct line-of-sight from the marketing activities and investments to business results? 2. Does your plan clearly tie back to business results so that you can prove the value of your marketing efforts and justify the budget you have requested? 3. Can you build the metric chains that enable you to show how the measures for your activities connect to business outcomes? 4. Can you use your metrics chains to develop an actionable marketing dashboard? If you answered No to any of these questions, learn how your B2B marketing team can construct a measurable marketing plan and actionable dashboards that communicate marketing’s value, impact and contribution.
  • eMetrics Marketing Optimization Summit | Washington D.C. | October 21-23, 2008. Program Description: As we discussed in the program marketing is under increasing pressure to show its impact on the business, demonstrate accountability and communicate its value. This session introduced the concept and characteristics of a performance management, and how to create and measure a performance-driven marketing organization. The program was designed to provide a creative, complete, and concise approach needed to develop and implement a performance-driven culture. Key Topics Covered included: - The concept and characteristics of a performance-driven marketing organization - Overcoming the hurdles that stand in the way of creating a performance-driven marketing organization - The transformation into a performance-driven organization - Measuring a performance-driven marketing organization - The performance management framework-adoption process - The role of a marketing dashboard - Performance measurement and management five best practices
  • IAMB 2009 | "Performance Management : The Key to Successfully Managing Marketing" The presentation reviewed the studies over the past decade related to marketing measurement and five best practices marketing professionals must embrace to improve marketing performance.
  • Integrated Marketing Expo – IMX09 entitled “Performance Management: The Key to Successfully Proving Marketing’s Value." In this presentation, Laura discussed the following topics: - Recap the ROMI Evolution - Review four hurdles best-in-class companies overcome - Introduce the concept and the characteristics of a performance-driven organization - Explore five best practices to improve marketing performance measurement and management - Present creating a marketing dashboard
  • 2009 I.F.C.A Annual Conference entitled "Creating a Performance-Driven Marketing Organization" We hope you find the presentation valuable. In this presentation, Laura discussed the following topics: - The Evolution of ROMI - Four hurdles best-in class companies overcome - Concept and characteristics of a performance-driven organization - Five best practices to improve marketing performance measurement and management - A brief overview of Five Case Studies - Recommended Steps
  • Learn some of the key things marketing executives and professionals need to do to create a performance-driven marketing organization. Enable your marketing team to measure its contribution and value to the business. The program presented a framework any marketing organization can adopt, along with tangible steps and metrics every marketing organization can take and use to improve its accountability. We hope you can use this framework to develop your outcome-based customer centric metrics. Key Topics Covered included: Creating a Performance-Driven Marketing Organization Metrics Enable Us to Respond to the C-Suite Tactical vs. Strategic Measures A Metrics Framework to Elevate Your Game Recommendations for Metrics that Link Our Work to the Business Bringing Your Metrics to Life – Dashboards Culture, Process and Proficiency Play a Role
  • As a marketer you work hard. Perhaps you feel your efforts go unsung. Accountability, alignment and process are critical to being able to improve and prove the value of your marketing. This presentation explains the process for selecting metrics that show how marketing impacts the business and facilitates strategic decisions, recommends the steps you can follow to transform from being internally focused to a more strategic, customer-centric, data-driven culture, and explains how process creates stronger alignment between sales and marketing.
  • The pressure to measure marketing’s contribution, impact and value is only increasing. Even though there we have more data and metrics at our fingertips than ever before, many marketers struggle when it comes to connecting marketing to business results. This keynote shares the best practices of Best-in-Class Marketers and what they do better and differently for performance management and measurement. The presentation provides practical steps every marketing organization can adopt to improve alignment and accountability
  • This presentation covered the following topics: - Better align your marketing with the business and clarify the business' expectations. - Use these expectations to craft quantifiable measurable marketing objectives. - Establish metrics that demonstrate marketing effectiveness, efficiency, and value. - Frame your metrics and reporting to demonstrate how marketing is contributing to the business.
  • Marketing Executives Networking Group (MENG) This presentation covered how VEM marketing creates a measurable outcome based marketing plan and it also covered: 1. Why Companies Invest in Marketing Effectiveness 2. Performance Management 3. Alignment 4. Accountability 5. Marketing Dashboards
  • As you work on taking your metrics, dashboard and performance management to the next level we hope we can serve as a resource and have the opportunity to be of service particularly in these areas: - Aligning marketing with key business goals and developing metrics that will demonstrate marketing's impact on these goals - Creating marketing dashboards - Defining and engineering data, measurement, and reporting processes - Helping marketing teams hone their analytical and measurement skills through professional development - Marketing and sales alignment and effectiveness
  • Those elite marketers (about 1 in 5 marketers) that earn a 90 or greater from the C-Suite for their ability to prove their value, impact and contribution do a number of things better and differently than their peers. Among their attributes is their ability to exercise greater business acumen. This session shares what these marketers do to achieve business acumen and how they use it to increase their credibility, influence and relevance.

Marketing Accountability Articles

  • All of us, at one time or another, are confronted with a low-cost or low-price competitor, the solution isn't to lower your prices and engage in a price war, because the result is lowered profitability for everyone involved.
  • With the convergence of online and offline marketing, the constantly increasing accessibility of data, and substantial improvements in analytical capabilities, marketers can now measure far more than they could just a few years ago. Choosing the right measures is far more important than the quantity of data measured. Measuring the right data, and acting upon the results found in the measurements, is an essential requirement for operating Marketing as a Center of Excellence. This article provides guidance for how to create a measurement playbook to select and measure the right marketing metrics.
  • A number of recent studies including a study from Fournaise's, as well as out 2011 MPM Study suggest that many CEO's view marketers as lacking in business credibility. Given stiff competition over limited resources, marketing operations and performance management play a vital role in enabling the marketing organization to deliver on accountability, accelerate customer acquisition, and improve customer value.
  • Companies need to make a myriad of strategic and tactical decisions on how they will operate in the market and engage with customers. One of the most important tasks for digital marketing is to differentiate the company and its products from the competition.
  • This joint study conducted by VisionEdge Marketing and Demand Metric compares and contrasts best-in-class marketing organizations with those in the middle of the pack and with the laggards. Check out the infographic to see what best-in-class marketers continue to do better and differently in their pursuit of marketing excellence. Use the study findings to reach the next peak in your journey.
  • The demand from the executive team for increased accountability and effectiveness is more intense than ever. Anyone in today's marketing organization who focuses on marketing performance and the rigorous assessment and measurement of marketing investments stands to thrive in today's environment. Being able to demonstrate the impact of marketing on your company's ability to achieve its business results is part of having the "right stuff." For many marketing organizations implementing marketing performance management and measurement will require different and possibly even new processes. This session describes four processes any organization can deploy to supercharge marketing performance and the steps to implement these process to supercharge your marketing organization's performance.
  • Should you attend more or fewer tradeshows? Should your booth be larger or smaller? Within any company you will get different answers from different people. According to the Center for Exhibition Research, events generally represent the lowest-cost method for generating new business. The firm says that it costs 56% less to close a lead generated from a trade show than from traditional sales methods. Read on for four proven processes to evaluate and measure the Return on Investment (ROI) of trade shows and events.
  • The recent weaknesses in the economy are becoming more widespread, suggesting we may all be tightening our belts a bit more soon. We should anticipate that marketing budgets will be under even more scrutiny, and marketing professionals will be held even more accountable for the money they invest on behalf of the company. Our assessments generally reveal that marketing organizations have too many tactical measures and not enough metrics that look at market or customer indicators or that directly link marketing efforts to specific business outcomes. As a result, the marketing leadership doesn't have a way to measure and communicate its value within, across and up a set of relevant metrics that would enable marketers to sift through and prioritize the many requests it receives for marketing assistance. If this is your case, this article outlines five suggestions for how to tackle the situation.
  • The relationship between Marketing and Sales is at the core of how well a company attracts buyers and sells to them. This relationship is more than just a simple handoff at the point an opportunity is generated; it is the foundation for profitable revenue growth. This article outlines six best practices to facilitate alignment between sales and marketing.
  • Is there a difference between value and valuable? In today’s world, organizations seek people who are valuable and can make a difference. It is no longer good enough to just work hard and fulfill your job duties. If your work product is valued but not essential to the business, you are not being indispensable to the organization. In this article you will learn the difference between value and valuable, and what it is you can do to be someone that is valuable to an organization.
  • When the time comes to begin creating the next year's marketing budget, many marketers submit their budget before even creating their Marketing Plan. If you don't have a plan for the initiatives you and your organization plan to employ for next year, how can you expect your colleagues in Finance to approve your budget? This is why marketing budgets are oftentimes returned from Finance with major monetary slashes and cutbacks. This article explores a new way to tackle the creation of a Marketing Budget that will greatly enhance your organization's ability to get its budget approved.
  • Various studies over the years have examined the relationship between content relevancy and behavior. Almost everyone would agree with the statement that "content must be relevant." So, what is the best way to measure relevancy? There are a number of best-practice approaches for measuring relevancy, many of them are complex and require modeling. This article outlines three steps any marketer can use to link interaction (behavior) with content and a method for measuring relevancy.
  • Measuring marketing’s value remains a hot topic and challenge for many organizations. You may think measuring marketing’s value is a “no brainer”, but if you can’t prove your value you won’t secure the money. And while the money is important, there really is much more at stake. When you can connect your work to business results you have influence, relevance, and credibility. When you can’t, well, you don’t and you suffer the consequences.
  • Are marketing metrics and marketing analytics the same thing? Definitely not. Metrics and Analytics go hand in hand and are used by marketers to prove and improve the value of marketing, however, they have different purposes and are used to achieve different objectives. This article distinguishes the differences between these two capabilities and outlines the purpose of each. Use the checklist in this article to help you assess what you need to address to improve your marketing metrics and analytics.
  • In today’s data-driven environment it’s important not to confuse marketing analytics with business acumen. Analytics may help facilitate or enhance business acumen or astuteness, but it certainly doesn’t replace it. This article outlines four tips for ensuring your Marketing Analytics are being put to work and not to waste.
  • Seth Godin, and lesser known folks, suggest that anyone can be a marketer. And you know it appears to be true. We have biology, art history, anthropology, and various other degreed folk practicing marketing. Maybe that’s why the marketing profession isn’t as well thought of as we would like by the C-Suite.
  • Even though CFOs believe improvements in both top line and bottom line growth in 2016 will require sales and marketing, marketing budgets are already on the chopping block. One of the underlining causes of budget reductions is that despite improvements in technology and processes as well as increased focus on measurement, only a few marketers can actually prove their value. This same group of CFOs also believe that business agility is critical. Organizations that achieve agility excel at fostering and leveraging best practices. A few elite marketing organizations are making headway on both fronts. How? By transforming marketing into a center of excellence. This article recommends five steps your marketing organization can take to embark on a Marketing CoE initiative.
  • As the pace of marketing transformation accelerates, marketers are tackling the hardest task of all: seizing the role of value creator. This article explores the four capabilities best-in-class marketers do better and differently in terms of alignment, accountability, analytics, automation, alliances and assessment to serve as value creators.
  • If you’re like 80% of the marketers out there, the word “brand” is ever present in your vocabulary. And according to Eloqua, only half (51%) of marketing departments have been set any form of revenue targets, despite revenue growth being cited as the single most important metric for CEOs. How do you know if you’re CEO thinks you’re a brand rather than a business marketer? This article identifies phrases that might indicate your C-Suite sees you as a traditional brand marketer and five steps every marketer can take to ensure the C-Suite perceives Marketing as focused on what matters to the business.
  • Finance departments often criticize marketing’s inability to present a tangible ROI and use financial measures.Marketing and finance both have well-developed ideas about what value is and how it should be measured. Unfortunately, their ideas are very different.
  • The sheer number of marketing technology options demonstrates that marketing is evolving and has become a technology-powered discipline. This explosion of marketing technology makes it hard to know which tools are required and which are “nice-to-have’s”. When the CMO owns and defines the marketing technology strategy the organizations achieves more targeted, relevant, and efficient customer engagement and greater revenue contribution. A framework and roadmap for investment is critical for developing this strategy and to ensure your strategy and investments truly help your organization thrive, you need to consider how they create an effective and efficient sustainable “ technology ecosystem”. Whether you are just starting out or are well on your way to building your marketing technology ecosystem, use this article to help you create and sustain your marketing technology ecosystem.
  • The concept of Marketing serving as a Center of Excellence (CoE) within an organization is beginning to see traction. Marketing organizations must operate as CoEs to eliminate the inefficiencies of being a siloed organization. Recently, the American Marketing Associate declared that “to keep up with marketing’s continuous evolution, companies could get a jump on their competitors by creating a “center of excellence.” We concur. Marketing CoEs are more than an exercise, they positively impact the bottom line, which is why, back in 2012, we began offering practical advice on how to create a Marketing CoE. Learn How to Drive Repeatable and Predictable Marketing Performance.
  • By monitoring experience, convenience, and differentiation, you will start to craft a much more comprehensive view of your impact on the customer's buying behavior and thus the effectiveness of your marketing programs. The closer you can link customer behavior to business outcomes, the better.
  • Insights derived from data using analytics has become the lifeblood of Marketing and business decisions, and critical to improving Marketing’s effectiveness, and proving Marketing’s value. Use these tools to enable your Marketing to be a center of excellence.
  • Today’s marketers are under relentless pressure to obtain data, prove ROI, and justify decisions. Many marketers we work with have functional responsibilities and therefore their measures often reflect their role. Asking the question “How to measure the ROI of these tactics?” is the wrong question. There is almost no way to draw a straight line between the investment associated with these tactics, measures and business results. We have become so focused on measuring and improving the metrics up and to the right associated with the tactics that we may have lost sight of our real purpose in the business: find, keep and grow the value of customers. This is why it is important, essential actually, that our marketing measurement is part of our marketing governance initiative. A measurement policy can help guide your efforts and facilitate performance management. In this way, you can insure that you develop and consistently manage the processes, data, analytics, and measurement to support marketing investments and decisions that will effectively move the needle for the business not just improve the efficiency of a tactic. This article provides an marketing performance management policy example.
  • CEOs, COOs, and CFOs often use Key Performance Indicators as a way to measure the performance of various parts of the organization.  Marketing is expected to be more accountable for the investments it makes on behalf of the organization.  Therefore, just as you would for any other part of your organization, it’s sound business to establish key performance indicators (KPIs) for marketing.  This article defines what a KPI is, what constitutes a good KPI and offers four steps for determining marketing KPI’s to demonstrate marketing’s value to the C-Suite
  • Selecting the right performance metrics and developing an actionable marketing dashboard is something many organizations are tackling. However, if the link between marketing activities and business results isn’t clear, you may find yourself wallowing in data.
  • Challenging and highly competitive business environments. Channel proliferation. The need to prove and improve marketing ROI. Budgets on the chopping block. Perceived primarily as an expense, Marketing executives face many obstacles. One of the only ways to avoid being “sliced and diced” is to generate measurable value and demonstrate Marketing’s impact on the bottom line.
  • Does your dashboard: 1)Inform the leadership team of the contribution and impact marketing is making on acquiring, keeping, and growing the value of customers? 2)Provide a direct link between your marketing programs and investments and business results? 3)Enable you to make strategic decisions? If your dashboard is not helping you with these three questions then it may be time to do some fine-tuning. Here are 3 things we look for when evaluating a marketing dashboard’s ability to facilitate decisions, improve marketing, and prove marketing’s contribution.
  • As marketers we need to take the macro-environment into consideration when we’re creating any plan. With the election looming, it makes sense that companies are working to understand the implications of the results for several scenarios. However, using the election and waiting on the results to create your marketing plan and taking a “wait-and-see” approach to your investments is probably not the best course of action. The future of your business is more likely determined by your plan of action or lack of than any election outcome. As we enter the election and planning season, this article presents five important planning reminders.
  • A Forbes Insight Study revealed that 7 out 10 CEOs believe their company wastes money on marketing initiatives. What do CEO’s expect of marketing and the investments marketing is making? They need marketing to be a real partner to the C-suite and provide a system of steady and dependable revenue growth. Organizing for growth requires marketing to go beyond producing demand generation campaigns and equipping the sales team. It requires them to operate as a Center of Excellence (CoE). Every CEO should expect their marketing leadership to be committed to transforming their organizations into a CoE. This article explore how the C-Suite can guide the formation of a Marketing Leadership Council (MLC) to steer and sustain marketing as a Center of Excellence and five steps to help prioritize the initiative.
  • Charts and color-coded reports that convey marketing activities and reveal tactical, channel-specific information such as number of opens and click-through rates for email campaigns resemble what we call Dashboard 1.0. It’s a good start, but it doesn’t really help improve marketing performance or effectively communicate marketing’s impact on, and value to, the business. Best-In-Class marketers are upgrading to what we call Dashboard 2.0. This article presents the five design principles behind Dashboard 2.0. Follow these principles to ensure your new, more advanced dashboard clearly shows the connection between marketing investments, activities, and outputs and helps you quantify and justify resource requirements at budget time.
  • As CEO’s and other members of the leadership team focus on and invest in growth, Marketing rises to the top of list for helping the organization “get it done.” Understanding the degree of impact your Marketing has on your business starts with measurement. Measurement and analysis are the essential ingredients for optimizing your marketing. But your marketing organization needs input from the leadership team to make headway. This article outlines five fundamental steps every CEO can take to support marketing’s performance optimization efforts.
  • Today’s marketers are swimming in a sea of metrics. Using accountability as the foundation for your performance management will help bring your metrics into focus. Your marketing accountability efforts are about more than merely reporting on your performance. This articles suggests five common traits among the Best-in-Class (BIC) marketers who are doing a great job tackling marketing accountability.
  • Many marketing organizations are playing a strategic role in helping to transform their companies from being operations- or product-centric to becoming more customer-centric. To have an impact on acquisition, retention, and growth, marketers are articulating, developing, and implementing customer-centric marketing strategies that have an impact on the customer buying journey and experience.
  • Not having the right information means that market, customer, and product decisions will have to be based more on instinct and intuition than on facts. Whenever possible, this risky approach should be avoided. What information do you need to make those critical decisions? Having the right information readily available in an actionable, manageable and comprehensible marketing dashboard is essential for success. This article explores three key building blocks for creating a marketing dashboard.
  • As a CEO, you rely on a variety of business data to inform various decisions, such as pricing, productivity, product and performance decisions. A holistic view of this information supports planning decisions, such as what markets and customer to pursue, what product/services to offer, and so forth. The information your marketing organization provides is instrumental in understanding how well your organization is finding, keeping and growing the value of customers, the rate of adoption, traction, and dominance of your product/services in the market, and the rate of your growth in the market and your category. If the marketing information you receive today can’t be used to make customer, channel, product, or market mix decisions, or determine whether and how well your marketing efforts are impacting customer acquisition, retention, and advocacy, or ascertain the the impact, value, and contribution of your marketing initiatives on and to your business outcomes; it’s time to ask your marketing organization for a new dashboard. This article outlines five steps will help you and your marketing team create a dashboard to support strategic and investment decisions.
  • Peter Drucker is attributed with saying that ―Business has only two basic functions – marketing and innovation. Why is marketing so important? Perhaps the answer lies in Phil Kotler's point of view that: Marketing has the main responsibility for achieving profitable revenue growth derived from acquiring and retaining profitable customers.
  • Over the past few weeks, I've had recurring conversations with marketers from several companies. One afternoon, a marketer from a well-known global manufacturing company in the transportation industry called and wanted to talk about measuring her campaigns. She was asked by the company's leadership team to start reporting on some metrics, and she wanted me to give her a list of metrics she should use.
  • Abstract: An article in Forbes revealed that 70% of the companies that were on the Fortune 1000 list a mere ten years ago have now vanished – unable to adapt to change. The article reinforces the importance of agility. Organizations in pursuit of agility and excellence create and deploy the concept of a Center of Excellence (CoE). A Marketing CoE is characterized by its ability to improve internal business processes, customer-centricity, market leadership, and market innovation. Read this article to learn how to make process and technology the cornerstone of your Marketing Center of Excellence.
  • A recent study by Forrester and Harvard Business Review found that ONLY 8 percent of customers feel GREAT about their experience despite the fact that 80 percent of businesses state they offer a GREAT customer experience. So, unless you work in one of the rare organizations with customers who rate their experience as great, improving customer experience truly is an opportunity to increase your competitive advantage. This article identifies the best practices value creators employ in their quest to understand the customer experience as a means of achieving market leadership.
  • The beginning of a New Year signifies a new start, and with that comes resolutions for the year ahead. We all have New Year's resolutions, and hopefully you made a few for your marketing, with at least one devoted to Marketing Performance Management. Making resolutions is the easy part, but keeping them is where it can get difficult. If you have yet to make a marketing resolution, this article provides four performance resolutions to choose from, along with a few tips for bringing them to fruition.
  • Shifting focus and lack of communication are two of the most frequent reasons why strategies fail. By keeping track of performance in comparison targets, companies can hold themselves accountable for the strategies that they adopt. Using these four steps in strategy execution, any company can improve their odds of success.
  • Good marketers desire to engage in long-term relationship with data. They develop a deep attachment for the abundant riches embedded with their data. These marketers recognize all the possibilities data makes available. Yet, the continuous onslaught of data, leaves many marketers feeling somewhat overwhelmed maybe even smothered. In this case, the love affair with data comes to a chilly halt.
  • Creating a successful marketing plan is not fast, easy, or free. This article debunks the three most common myths that prevent marketers from developing a plan that improves and proves the value of marketing, and provides tips on how to approach this important project.
  • Demand Metric and VisionEdge Marketing released the 15th annual marketing performance management (MPM) benchmarking study findings. This ongoing study strives to understand how marketing organizations can achieve superior performance measurement and management and serve as Centers of Excellence.
  • Even though marketers continue to plug away at measurement, marketing leaders still struggle with how to demonstrate the impact of marketing on business. Numerous studies over nearly two decades on the topic have been conducted. Is there anything new left to learn? There is, and as a result, this article shares the insights from the 14th annual marketing performance measurement and management (MPM) study conducted with over 360 business executives and marketing professionals from around the world across all industries. Specifically this article explores: How much progress if any have marketers made in being able to measure contribution, value and impact. Which marketers are making progress. What the marketers who are excelling at MPM are doing better and differently.
  • A small group of marketers have cracked the code for demonstrating their value, impact and contribution to the C-Suite. These marketers focus alignment and accountability in their pursuit to serve as value creators. This paper discusses how they address the challenges of collecting, managing and analysing data, using data to link marketing activity to business outcomes and selecting the right metrics.
  • For many companies, public relations is a key part of marketing efforts. Unfortunately, I have found that when it comes to metrics for PR, many companies typically rely on media impressions as a way to evaluate the value of their PR initiatives. While media impressions can serve as one good data point, alone they do not help the organization tie public relations to key business outcomes or help assess the overall impact of PR efforts.
  • Learn what best-in-class marketing organizations do to win over the C-suite and steps that any marketing organization can take to fulfill its potential. The starting point for this discussion is a set of findings from the past 15 “Marketing Performance Benchmark” studies, which revealed year after year that the C-suite consistently has 4 primary expectations of its marketing organizations.
  • Best-in-Class (BIC) marketers operate differently than their counterparts. These marketers are more likely to exemplify or function as Centers-of-Excellence (CoE). This article explores what it means to be a Marketing CoE, how the BIC leverage their marketing operations team, and the five critical competencies these marketing operations teams address.
  • We know from our Marketing Performance research over the past 15 years, that Marketers recognized and rewarded for excelling at contributing to, and impacting, the business, have a best-in-class planning process.
  • A hyper-competitive environment, greater channel complexity, the continued shift of power to the buyer, and increased pressure from the C-Suite to prove the value of marketing have all forced marketers to be more scientific (working with big data, and using analytical and measurement skills) in their marketing efforts than ever. But like weighing down only one side of a boat, are we now in danger of capsizing the marketing vessel, which still requires creativity in order to achieve balanced market leadership? And if so, how do we “right the boat?” This article outlines a few key points on how to successfully blend the art and science of marketing in order to make consistent, sound and rational decisions and recommendations to ultimately recruit and retain profitable customers.
  • Best-In-Class marketers excel at alignment and accountability. The Golden Circle helps marketers determine what to align to and what to measure. By focusing on Why, How, and What rather than What, How, and Why, marketers are able to focus more on business outcomes and the steps they need to take to achieve those outcomes rather than focusing wholly on the steps to take. This strategy of focusing on the Why enables marketing to follow a more strategic performance-based of growth and measurement. In this article, learn how to apply the Golden Circle concept to your marketing planning and performance management.
  • Let’s face it, it’s never been more challenging to achieve market leadership. The “mores” also make it extremely challenging to lead the marketing function. There is more data to crunch, more silos to tear down, more marketing disciplines to manage and more marketing technology to evaluate and implement. And certainly there is more pressure from the C-Suite to prove and improve the value of marketing. Given these challenges, you and every member of your marketing team needs to bring more skills and more experience to the business of marketing than ever before. This article explores steps and processes you can take and use to convince the C-Suite to invest in top quality marketing talent and development.
  • With the availability of more data collection and analysis tools today, marketers are better able to understand what content, channels, and touchpoints are most effective in communicating with prospective customers. However, many marketers are still struggling and find themselves in a hit-or-miss situation. If this is the case for you, it might be time for your organization to create personas. In this article, find out the what, why, and how of personas, and get started on creating and implement this valuable asset.
  • How do you know where to aim and how far? One valuable approach is to use benchmarks. A benchmark, that is a measure, serves as a standard or point of reference against which things may be compared or assessed. If the benchmark is the “what”, benchmarking is the “how.”
  • What separates those who merely survive from those who manage to thrive? Surviving CMOs tend to focus on lead generation, pipeline management, branding, and customer acquisition. Thriving CMOs, on the other hand, think beyond this and instead increase their stake in growing customer lifetime value and developing long-term customer profitability. Typically, these CMOs lean toward the analytical end of the Marketing spectrum as opposed to the creative end.
  • Use the four steps in this article to design a performance management and measurement system that serves as a continual, repeatable process that helps you measure, analyze, and act. Measuring the right things is paramount to making more informed decisions and successfully producing better predictable outcomes.
  • You’re full swing into the year and are cranking out marketing campaign after marketing campaign.... Great! Now the question is, how’s your batting average? Are you mostly producing better than expected results? Just the expected results? Are you having less than you hoped for? While we all wish that every marketing tactical effort was a home run, unfortunately, that is not the case.
  • As a CEO, you know that a good strategy that is well executed has the ability to impact a market, competitive position or business model. Yet many companies lack the processes and leadership needed to ensure a strategy achieves the desired results. Failure is expensive and wastes precious resources, so what causes execution to go wrong?
  • Clearly, developing a customer journey map is beneficial to your business. So you do the work. You successfully complete your customer journey map. Congratulations! But how do you ensure that all of your work in mapping the customer journey will be properly implemented within your organization? You make the construct of your map's intangible attributes come to life through operationalization.
  • After years of focusing on controlling costs, growth has moved to the top of the priority list for many companies and is now driving organizational transformations. While 93% of the 900 senior executives surveyed by KPMG say that their companies are “at some stage of undergoing or preparing to undergo a transformation,” few succeed. Organizational complexity is considered the biggest barrier to transformation success.
  • In order for a business to function effectively, we all need to be solid and dependable team players. However, you must also remember that there is a difference between collaborating and abdicating. Marketing leaders often times find themselves in situations where their power has been diminished, especially when it comes to authority over budgets and programs. This article provides some ideas on how marketers can "take back the reins" and re-gain their power in their organization.
  • Nearly everyone understands that the marketing function is vital to an organization's success. A center of excellence consists of subject-matter experts and uses methodologies and tools that enable shared learning and encourage the building of a performance-based team. By using outcome-based metrics, a center of excellence justifies the Marketing team. So, how far along are you in making Marketing a center of excellence? Check out the following infographic to see what makes for a successful marketing operations function.
  • A number of years ago, IDC shared how B2B companies allocate their Marketing talent across the various Marketing capabilities. Many SMEs and specialized divisions within larger companies only have headcount for 1-3 people. With such low numbers, their lean internal Marketing teams rarely have all the needed skills. The investment to fill all of these roles with people internally is prohibitive for many Marketing organizations, especially small to mid-sized enterprises (SMEs).
  • Metrics provide a means to assess progress; they provide valuable data points against which the marketing organization can track its progress. Metrics demonstrate accountability and allow marketers better to know, act upon, align their efforts and reduce their market exposure. Metrics enable the marketing organization to truly serve as the “eyes and ears” of the company...
  • Without metrics to track performance, marketing and business plans are ineffective. Businesses need to know which success factors require measuring, and they must understand the differences between measurements (the raw outcomes of quantification); metrics (ideal standards for measurement); and benchmarks (the standards by which all others are measured).
  • Businesses now have access to as much data as there are stars in the sky. In a world where date is king, it sometimes becomes difficult to really understand what your business should be tracking and what information is unnecessary and superfluous. Knowing the metrics that matter the most to your business’ organization and goals makes for a more efficient and effective marketing performance strategy. Businesses need to use their metrics to track what it is that is working in your marketing strategy and what must be improved upon.
  • Preparing your marketing strategies and initiatives is a lot like preparing to participate in an athletic event. Without a solid training plan, it can be easy to get overwhelmed, resulting in your unpreparedness for the event. The same thing can happen to marketers—without a strong plan, it is easy to get lost in the data. This article describes three key metric categories—Outcome, Performance, and Process—that can help athletes prepare their training schedule and assist marketers to develop, focus, and set their priorities, and ultimately to achieve the desired outcome target.
  • Research suggests that nearly nine in 10 organizations “expect their CEO to lead the organization on a strategic growth trajectory.” Perhaps you are among this group who holds these expectations. Maybe you are among those to whom this expectation is applied. If you fall into the latter group, likely you also expect to be able to lead from a solid foundation.
  • Many organizations now have teams that produce reports bursting with numbers, charts, and graphs as if they were Model T automobiles – all in the same fashion, but with only the basic features. Often, these reports are referred to as dashboards. However, we, at VisionEdge Marketing, would like to be so bold as to say that you’re probably missing a few design capabilities when it comes to having an effective Marketing dashboard.
  • The workforce isn't really so different from school. Many of receive annual performance reviews. But what about the marketing organization as a whole? In this article, you will discover how alignment and accountability contributes to a better grade for your organization.
  • When I began my career in marketing and sales more than 25 years ago, my first job was helping a financial services firm retain customers and grow its share of the customers’ wallet. This was long before customer relationship management was popular and before the advent of CRM and SFA systems. Today we definitely have more sophisticated ways to understand who our best customers are and what we need to do to keep them satisfied. While my work has covered all aspects of marketing, I eventually return to keeping customers and growing customer value.
  • Imagine you have two new customer acquisition programs in play: Program Excalibur produces 100 qualified leads and Program Camelot produces 50 qualified leads. At first glance, it might appear that based on volume, or the quantity of qualified leads, that Excalibur is the better program. What other metrics should organizations use to evaluate opportunities generated by Marketing? This article explores six additional pipeline metrics every organization should consider.
  • Three key performance categories from the world of sports are relevant to marketing: outcome, performance, and process. This article defines these three performance management categories and explores how to apply them to marketing. The article provides tips and examples for how to formulate performance statements.
  • Marketing cannot be successful unless they forge a viable partnership with Finance. Unfortunately, in too many organizations, a disconnect exists between these two departments, making it more difficult than it should be to gain approval for marketing budgets--without significant cuts. While it's tempting to point the finger at someone else or circumstances, the major reason for this disconnect is that marketers do not speak the language of Finance. This article recommends an alternative approach for developing a Marketing budget and a dialogue for obtaining approval for a budget that will enable both Marketing and overall business success.
  • There are no lack of gizmos, gadgets, and tools when it comes to Marketing Technology (MarTech). It is one of the tricks of the Marketing trade that there is a suitable MarTech platform available to meet just about any company’s requirements and budget. Despite the proliferation of MarTech, many organizations are struggling with it, especially when it comes to employing it to improve marketing performance. Follow these steps to make sure the magic of your Martech results in more than an Illusion.
  • Many marketers have gotten so caught up in the creation of content, however, that they have forgotten how important it is to match marketing content with the customer buying journey and lifecycle.
  • Performance management has been applied to various parts of a business for quite along time, particularly when it comes to manufacturing, logistics, and product development. Applying the concept to marketing is finally coming of age. Essentially, performance management is the process of measuring progress toward achieving key outcomes and objectives in order to optimize individual, group, or organizational performance. A performance-driven marketing organization is one that has a set of measurable performance standards, a pointed focus on outcomes, and clear lines of accountability, all of which are important if a marketing organization wants to prove its value.
  • Not all metrics are good metrics. Merely because a brand is well "liked" on Facebook, or has many followers on Twitter, does not mean it is successfully being marketed. And collecting a fishbowl full of leads at a conference, or sending out a set quota of email blasts, is not the most productive way of measuring marketing's effectiveness. The trap many marketers fall into is focusing on output-based metrics, as opposed to outcome metrics, says Laura Patterson, president and co-founder of VisionEdge Marketing.
  • The year of the customer. That is what the authors of the third annual New York Stock Exchange CEO Report have dubbed 2008, based on research with 240 of the world’s top business leaders representing more than 20 industries in 24 countries. Those executives indicated that in the coming year they intend to have more focus on customers. This renewed effort comes on the heels of a Conference Board survey of CEOs, which found customer retention to be the No. 1 challenge facing companies...
  • In today’s world, financial rigor and strategic insight are becoming tightly linked. Increasingly, CFOs are playing a primary role in developing and implementing strategy within their company, serving as a key advisor to the CEO for developing growth opportunities for the future. With finance gaining greater influence and authority over the business as a whole, including marketing, marketers wanting to invest the company’s money in strategies and programs that enable the organization to acquire, keep and grow the value of customers need the CFO’s buy-in. Securing the CFO’s support takes credibility. This article outlines five steps that will help Marketing gain greater credibility with the CFO.
  • In just a few years we’ve gone from a few key technologies and a hundred players to dozens of technology options and nearly a thousand players. It’s easy to get excited by all these sexy new tools. But it is a mistake to wait to address accountability until after you have addressed technology, even if it’s just the marketing automation piece. This article explains why accountability comes before automation and provides four steps of the marketing performance management leaders you can model.
  • : For today's marketers, the challenge really isn't measurement; there is an abundance of metrics. The challenge is measuring Marketing's value and performance. Notice we won't suggest that common three-letter term "ROI" as a way to demonstrate value. Although ROI is important, ultimately the goals of Marketing measurement should be to facilitate decisions and determine Marketing's contribution to the business. To that end, you need a way to measure the value Marketing creates.
  • Global competition, commoditization, market fragmentation, and the Sarbanes Oxley Act have all converged to create an environment requiring companies to create better processes, address controls, and assess risk. In addition, zero-based budgeting has become the norm. This convergence marks a new age for marketing in the 21st century; The Age of Accountability...
  • Marketing audit is to the marketing function what a finance audit is to the accounting department. A marketing audit is more about analyzing and evaluating the effectiveness of the marketing department in terms of alignment, skills, processes, systems, and return on investment. In this article you will find out what the audit process should entail, the six functional areas to examine when conducting the marketing audit, five dimensions to explore when designing the marketing audit, three steps for conducting an audit, and who should conduct the audit.
  • As marketing budgets and spending return to pre-recession levels... B2B marketers feel increasing pressure to justify their activities and results. Jack Loechner for Research Brief writes on several factors that make measuring marketing’s impact a constant struggle, and common metrics they shouldn't measure.
  • Imagine getting into the cockpit of an airplane and preparing for takeoff. You’re all strapped in, but you discover that all the indicators – and the entire dashboard itself – are missing. How would you know how fast you’re going, how much fuel you’re burning, and which way you’re headed? Yet that’s exactly what marketers without an effective dashboard do every day: they fly blindly. Read on to stop flying blind!
  • It’s completely reasonable that as the CEO you expect your marketers to demonstrate the value of the investment they are making on behalf of the company. Research confirms that it’s not the budget that holds marketing back from being able to prove its value. The real difference is alignment. This article outlines three areas the leadership team should invest in to help marketers improve their effectiveness and accountability.
  • Companies have been conducting marketing activities forever. Why is metrics receiving so much attention and interest? Metrics drive and enable the organization to see what is working and helps them to adjust and bridge the gaps when needed. Measurement is at the center of improvement. Measurement can provide timely feedback, enable corrective action, provide focus, and give the organization the ability to design, map and monitor processes, and adopt best practices. Today's budgets and resource-constrained environments mandate organizations be able to discern which marketing efforts make a difference. Read on to find out why measuring matters.
  • The marketing professionals within the customer organizations we work with often tell us they have been relegated merely to tactical implementers who make things pretty. Marketing is more than the "make it pretty" department. In this article, we will focus on how leveraging the creative aspects of marketing will enable us to fulfill the role of any business to attract while keeping and growing the value of customers.
  • As the CEO, your perception of Marketing is critical for your Marketing team to secure the resources and funding it needs to help your business succeed. At VisionEdge Marketing, we noticed that some marketers do a better job than others of earning the C-Suite, specifically, the CEO, as their champion. We wanted to know what these marketers do to gain this recognition. Read our CEO Refresher article to find out!
  • Every marketing organization needs to embrace marketing operations, but many have yet to start this journey. The processes associated with marketing operations enable marketing to operate like a business. This brief article covers some of the challenges that need to be addressed that actually hint at the trends required to improve marketing performance.
  • a. With increased pressure on marketing to measure its value and contribution, marketing performance management is moving to the front burner. As a result many organizations are actively implementing a marketing operation function. The role of marketing operations is expanding, especially among Best-in-Class marketing organizations. Learn how BIC marketers use marketing operations to champion and orchestrate the six A’s (alignment, accountability, analytics, automation, alliances and assessment) of marketing performance management.
  • Today's big challenge is to reduce the ever-increasing length of the sales cycle. As the length of the sales cycle increases, so does the demand for a larger pipeline. Marketing plays a critical role in contributing to the pipeline. This article outlines four steps marketing organizations can take to effectively and efficiently contribute to pipeline performance and the generation of revenue.
  • As products become more commoditized, switching costs decrease, and differentiation based on product features becomes more difficult, companies are exploring how to use customer engagement as a competitive advantage. This article defines customer engagement, outlines three steps for creating engagement, and offers six elements that should comprise the foundation for measuring customer engagement.
  • This article presents a case that illustrates the impact of an outcome-based marketing dashboard on communicating marketing's contribution to the business. Read the article to explore how creating this new marketing dashboard resulted in enabling the marketing team to serve in a more strategic role and engage in more meaningful dialogues with the sales and finance departments.
  • Would you like to be perceived by the C-Suite as an individual with strong business acumen? Do you want to be able seen as influential, credible, and relevant to business? Of course you do! Who wouldn’t? The 2015 Marketing Performance Management Study as well as other studies from Fournaise and Eloqua, have revealed that 80% of marketers use the word “brand” in their ever present vocabulary and that only half (51%) of marketing departments have been set any form of revenue targets, despite revenue growth being cited as the single most important metric for CEOs. This article outlines five things you can start doing today to effectively change your method of communication so the C-Suite sees you as a relevant, credible, and influential member of the business team.
  • Many companies invest in marketing automation platforms as a way to make their marketing organizations more efficient. Some examples include managing digital assets, allocating resources, automating campaigns (online and offline), measuring marketing activity and many more to connect better with prospects and customers. This article explores what market automation is – or rather, isn’t - how to take a customer-centric approach and lists four customer interactions you can create and measure.
  • The convergence of data, analytics and technology is driving both the demand for marketing dashboards – and enabling their evolution. This article explores the various types of dashboards and their design. Learn about four essential design elements and the six categories you should include on your marketing dashboard.
  • With the increased pressure on business leaders to be more personally accountable for the performance and conduct of their organizations, the emphasis on performance management has trickled down and across the organization, which of course includes marketing. A sound marketing performance management process is essential for enabling marketing professionals to demonstrate and communicate marketing’s impact on along with the contribution to the organization. This article explores three performance management terms often used interchangeably – marketing effectiveness, marketing accountability and marketing measurement – and the role these three complementary ideas serve in the performance management process.
  • Many marketers think that they can approach their marketing plan like a televised home makover-a few days and a few dollars and “voila” a new marketing plan! Well, the truth and myths of real-time television apply to the creation of a marketing plan. Here are three lessons we can learn from HGTV.
  • Two of the most valuable purposes of a marketing dashboard are to help our leadership team understand how Marketing is moving the needle in terms of top line revenue, market share, customer value, category ownership, etc. as well as to provide strategic guidance. However, one of more perplexing findings from the recently completed marketing performance research conducted jointly by Forrester, ITSMA and VisionEdge Marketing is that while marketers have access to more data, leverage more analytics, and have invested in more tools and systems than ever before, they continue to struggle to prove marketing's contribution to the business. This despite the fact that the majority of the marketers in the study indicated they regularly produce and share dashboards. These dashboards are primarily generated by marketing automation platforms and CRM systems. This article clarifies the difference between an activity tracking report and a dashboard that helps you improve and prove the value of marketing.
  • One of the key differences about the stellar performers is that these marketers view and present themselves as businesspeople first. This elite group is customer-centric above all else, and they are driven to transforming or establishing Marketing as a center of excellence within the organization. These marketers work at ensuring that Marketing focuses on producing results that matter to the business, particularly in customer acquisition, retention, and value, and they are able to communicate those contributions in ways that are relevant to the C-Suite. This article identifies the best practices they employ to give their marketing both a turbo charge and additional torque.
  • One of the key differences about the stellar performers is that these marketers view and present themselves as businesspeople first. This elite group is customer-centric above all else, and they are driven to transforming or establishing Marketing as a center of excellence within the organization. These marketers work at ensuring that Marketing focuses on producing results that matter to the business, particularly in customer acquisition, retention, and value, and they are able to communicate those contributions in ways that are relevant to the C-Suite. This article identifies the best practices they employ to give their marketing both a turbo charge and additional torque.
  • Customer-centricity is more than a buzzword. It represents a shift in perspective, especially for B2B companies. B2B companies tend to be more product-centric. What does it mean to be customer-centric vs. product-centric? And what steps should your firm take to become more customer-centric? Research has found that customer-centric companies enjoy great customer satisfaction, outperform industry peers two-to-one in revenue growth, and generate margins 5%-10% above their competitors. The Internet has leveled the distribution playing field. Price is often perceived as the determinant of value. Therefore, companies are left with only two ways to really add value: through their brand and their relationships with customers and prospects. Switching to a customer-centric system positively influences both.
  • As a member of your organization’s leadership team, you know that driving and deliver growth hinges keeping the customer front and center in regards to your workflow, data, analytics, metrics, and accountable action. Learn how to employ S.W.E.A.T -Strategy, Workflow, Engines, Accountable Actions, and Talent – to keep marketing, sales, product and service operating on all cylinders.
  • Finance continues to gain greater influence and authority over the business as a whole, including marketing. CFO’s are becoming responsible for activities such as prioritizing company resources, developing and communicating the company strategy, making IT decisions, and implementing performance programs. As a result marketers need to better quantify and measure the value of marketing programs. In this new world, marketers need to “speak business” to win over the CFO. This article outlines five ways to save your budget from the chopping block.
  • As a marketing leader, you know how important it is to win the support of your CEO. The C-suite’s positive perception of Marketing is critical if you are going to get the resources and funding you need to succeed. Fifteen years of research suggests Value Creators, the best-in-class marketers, do four things consistently better and differently to achieve these business results and CEO support.
  • The sales team loves you – because you are always responsive to their ad hoc requests for a presentation, brochure, case study, or email campaign NOW. The CEO may love you too – because you are filling the pipeline as requested to meet quarterly revenue objectives. But, despite the love you are uneasy. You know that because you are so busy with tactical marketing initiatives you don’t have the time or budget to fulfill marketing’s strategic role (generating value) and significantly improve organizational results. And that feels bad. If this sounds like you, you’re not alone. This is the classic marketing catch 22. To help you escape the catch-22, this article describes the characteristics of a service organization to sales and a value creation organization. Then, for those you who believe that you are too far on the service organization end of the continuum, we provide five steps to help you transition your organization to a more value creation orientation.
  • CEOs, your marketing leader is an integral member of your team. Skimping on your marketing talent puts you and your company at risk for longer sales cycles, few or poor quality opportunities, failed product launches, and customer defection. Don’t expect, or settle for, a marketing leader that you won’t have sit at your strategy table. To avoid short circuiting your success, this article recommends three criteria for CEOs to apply to the selection process.
  • A good dashboard guides your actions and helps you mitigate risks. Most of us rely on an automobile dashboard every day to help us determine when to fuel up or when to slow down. If your marketing dashboard doesn’t guide your strategic and investment decisions, it’s time to return to the drawing board.
  • If you're like us, you probably have one of those piles on your desk that keeps being moved from one corner to another. You know, that pile you need to get to but avoid because it will take some real effort to tackle? For many marketing professionals, marketing accountability, analytics, and ROI are in this pile.
  • a. Marketing Technology enables marketers to thrive in today’s hyper-competitive business environment. The ability to identify exactly which technologies are needed, in which order, and how to effectively implement and then use the tools is key to return on investment and success. The right investment in people is also required in order to realize the full benefit of these tools. This article explores the four different categories of Marketing Technology tools and recommends key steps to help you pave the way to developing a successful technology roadmap.
  • Most marketers today are responsible for planning, directing, and controlling something -- at the very least a program or project. Part of our job is to enable our companies to make better, more informed decisions.Yet today’s marketers need to approach running the marketing organization as if they were managing a strategic business unit.
  • Marketers everywhere know they need to increase their analytical and accountability prowess. However, this effort is only worth the investment of time, people and money if you can use these capabilities to drive strategic decisions, actionable recommendations, and improve and prove marketing effectiveness. In fact, we believe the line between marketing analyst and marketing strategist will increasingly blur. Strategists need the analytics to stay ahead of emerging opportunities, respond quickly to unexpected threats, and make timely decisions.
  • As the CEO, perhaps your marketing folks have told you that they need more marketing automation tools before they can address marketing measurement. But it is a mistake to wait to address accountability until after you have addressed technology, even if it’s just the marketing automation piece. This article explains offers four steps every CEO should consider addressing with their marketing team to improve accountability.
  • Marketing budgets as a percentage of revenues, are at an all time low. marketing will continue to face budget challenges until we can demonstrate the value of our marketing programs and they contribute to the business. Read this article in order to see how you can secure the funding needed to improve marketing effectiveness and accountability.
  • In order to evaluate the overall effectiveness of marketing, one has to connect marketing activities with business outcomes. This article presents survey research from the annual Marketing Performance Management and Measurement (MPM) Survey showing that marketers who develop or strengthen their alignment and accountability capabilities are better able to meet their marketing goals.This article also discusses other key findings from the survey as well as detailed ways in which effective marketers set themselves apart.
  • One of the key challenges marketers face when it comes to measuring marketing value, impact, and contribution is selecting the right metrics and key performance indicators (KPIs). If you want to influence success, determining the right marketing KPI’s for your business is critical. Selecting the right marketing KPI’s is a bit like making a fine sauce, it takes the right ingredients, tools, time and a bit of trial and error. This article presents a 4 step recipe to assist you on the process.
  • Performance management and measurement is here to stay. It is now a routine business practice. Yet the challenges Marketing organizations face in demonstrating impact persists. Marketers need to measure to provide focus, to guide direction, and to facilitate action. And of course to justify budgets. Metrics provide Marketing with a way to document actual results compared to expected results. The challenge is that the list of marketing metrics has become nearly limitless.
  • CEOs are under increasing pressure to achieve growth. In fact, there is such a push for organizations to orient themselves towards driving growth that research from KPMG suggests that nearly 9 in 10 companies “expect their CEO to lead the organization on a strategic growth trajectory.” Does this request sound familiar? If so, we imagine that you have gotten the memo and are already counting on your Marketing organization for help. We’ll let you in on a secret: You’re not alone.
  • Although most markets are fiercely competitive, with so much focus on demand generation, many marketers cannot allocate sufficient resources to anticipating competitors’ moves.
  • Last summer, SpencerStuart reported their latest findings for the 8th annual CMO tenure study. They found that the tenure for CMOs is now nearly 4 years compared to just 2 years back in 2006. While CMO tenure varies across industries, there are several attributes long-tenured CMOs share.
  • To survive in an environment where the rate of change is rapidly increasing, organizations must master change management. However, as we all know, sometimes handling change can be very difficult—from the initiation stage all the way through reinforcement. If you want to successfully make changes in your organization, you need three elements: vision, method, and will. In this article, learn how you can use these elements to ensure that your organization has the skills necessary to carry out successful change.
  • Three key metrics categories applied in the "sports" arena work just as well for marketing: outcome, performance, and process. As the CEO you may want to motivate your marketing team to integrate these key performance indicator categories into their performance management. This article explains each category and how to apply it to your business and marketing.
  • Last summer, SpencerStuart reported their latest findings for the 8th annual CMO tenure study. They found that the tenure for CMOs is now nearly 4 years compared to just 2 years back in 2006. While CMO tenure varies across industries, there are several attributes long-tenured CMOs share.
  • Companies face more obstacles than ever- from a challenging business environment, to an explosion of channels, to a heightened focus on using data and analytics. For the C-Suite to invest in marketing, Marketers need to generate measurable value and demonstrate Marketing’s impact on the bottom line. In the era of measurement, it’s likely your marketing organization is measuring something. Marketing’s metrics however need to answer the C-Suite’s question as to how Marketing is impacting and contributing to the business, what is and isn’t working, and provides course adjustment recommendations, then you may need to return to the drawing board. This article outlines three steps every CEO can ask their Marketing organization to employ to ensure their metrics answer your “So What” questions.
  • Laura Patterson was interviewed for the upcoming 2012 Bridge Conference and was asked to offer tips for marketing pros attending the conference. Read this article to see what advice she had for marketers.
  • If you look at the world of marketing today, it is a dizzying merry-go-round of trillions of gigabytes of data and millions of dollars and customers. When facing this wall of numbers, individual meaning gets blurred, and the question becomes: How do you extract yourself from this loop and gain a clearer perspective on the true drivers of marketing? Simple. You step back and focus only on what brings value to the business.
  • The days of shooting from the hip and/or driving by instinct are pretty much over; the business environment is just too dynamic. Companies are now faced with betting their future on investments on a strategic direction. Given the competitive environment, the importance of organizational performance, and the impact of decisions on the long-term, fact-based decision making has become increasingly important. Corporate decision making is the domain of executive management team. Therefore, today's CEOs need to be the top data dogs in the organization. This article explores what it means to be a fact-based organization, the four phases in the fact-based decision making process, and the implications of fact-based decision making on marketing and sales.
  • Dashboards seem to be all the rage these days, the pressure to demonstrate value, be more accountable, and improve marketing return on investment is driving marketers to develop dashboards.
  • Some marketing questions require robust analytics. For example understanding what mix of channels are driving sales for a particular product or in a particular customer set or what sequence of channels is most effective. These types of questions often require large sets of data, or what is being referred to as Big Data. Study after study shows that marketers are struggling with mining and analyzing data in order to derive valuable insights, actionable intelligence and managing performance. This article explains Big Data, why it is important, and suggests six steps for using it.
  • Best-in-class marketers go beyond tracking and reporting on vanity metrics. They don’t waste time creating dashboards consisting of a smorgasbord of numbers that report on activity and outputs. These astute marketers identify and track metrics derived from aligning Marketing to the business outcomes. Marketers who make this connection make a stronger case for securing a greater share of resources.
  • Customer Experience (CX) is one of the most highly discussed topics in organizations today. By definition, CX encompasses all interactions across the entire life cycle of the customer relationship. According to a survey by Oracle, of 1,300 senior executives in 18 countries, 97 percent believe CX is critical to their success. In addition, the study revealed a significant difference in perceptions between what executives think about the experience that they provide customers, versus what customers think about the experience that they receive. Only 49 percent of executives believe customers will switch brands due to a poor customer experience, yet 89 percent of customers say that they have switched because of a poor experience.
  • Marketers today have no shortage of things they can measure. However, we must keep in mind that the purpose of measuring is to tie marketing metrics to business contribution and impact. Rather than simply measuring for measurement's sake, marketers need to think of measuring so that we know what marketing brings to the business. In this article, learn what our role as marketers is, as well as how we can successfully measure value.
  • CMO’s are under increased pressure to demonstrate and create value. In response, Best-in-Class marketers have mastered six fundamental marketing areas: Alignment, Accountability, Analytics, Automation, Alliances and Assessments. Our research has discovered that at present only a quarter of marketers are value creators. If you are in this elite group, in this article you will learn why having the title of CVO instead of CMO can make a difference and how to go about seeking that title change.
  • Marketers who consistently demonstrate business acumen are more likely to be considered among the “A” marketers, the marketers who regularly get high marks from their leadership team. If you’re looking to rise up through the ranks, business acumen is an essential skill that you can improve. This article outlines four steps every marketer can take to enhance business acumen.
  • When something is important to the C-Suite, it’s important to the rest of the organization. If measuring Marketing’s value and contribution is important to you, it will be important to your marketers. Making something important won’t necessarily mean you achieve it. If you feel your marketing performance is good enough, congratulations. Stop reading. If you’d like to see Marketing improve its ability to measure impact on key business metrics, this article offers six concrete capabilities to incorporate into your marketing performance management roadmap.
  • In the world of athletics, good coaches have the tactical knowledge to teach needed skills and the ability to motivate the players and the team, they help athletes develop to their full potential.
  • It’s never been more challenging to lead the marketing function. To be successful, marketers now need a special mix of skills and experience, because businesses increasingly need people who can create “brilliant customer experiences through a fusion of technology, creativity and commercial acumen.” But many businesses have not recognized the increased importance of the science side of marketing. They still expect to achieve market leadership even though they are not recruiting top notch personnel and not investing in upgrading and expanding their skills. Only constant communication and demonstration of the required technical skills, marketing discipline experience, and marketing principles understanding by the marketing team will help business recognize and embrace this shift and achieve competitive advantage.
  • CEO's are urging their companies to focus their efforts on organic growth methods to increase and accelerate revenue. These CEO's understand that with an effective organic growth strategy, their organizations will continue to grow by engaging new customers and expand the business with existing customers. So how does one achieve that? In this article, you will learn what Customer Engagement is and why you should use it as well as the different metrics that you can put in place to measure how successful or not your organic growth strategy is.
  • More new channels, competition, and distinct segments to manage, as well as shorter product lifecycles, greater price transparency, and higher customer experience expectations, are creating an exponential increase in the amount of available marketing data. Unless all that data can be effectively collected, analyzed, and transformed into meaningful and actionable insights—and then used to tell a compelling, actionable story it is useless. Many marketing organizations are employing data scientists to capture, manipulate, and transform data into meaning. The ultimate challenge for data scientists is to use the data to create stories. This article offers five coaching tips to help data scientists go beyond the data to become compelling storytellers.
  • An effective sales playbook characterizes the roles and responsibilities for you (and your sales team), lays out clear objectives, identifies metrics for measurement, and provides a common framework and approach for closing sales. Having a “killer” playbook, which incorporates Marketing & Sales Alignment, enables you to sell more effectively, handle different selling situations, position against a particular competitor, and/or communicate the value proposition in the buying process. This article outlines exactly what your playbook needs to include, and how to create it, so that you have constructed the best strategy required to accomplish your, and your company’s, goals.
  • Although most marketers create marketing plans, all too often these plans end up “sitting on a shelf collecting dust.” Your marketing plan should be guiding you and your team’s daily activity. It should be a go-to resource you revise, adapt and refer to often for the long haul. This article offers two steps to set you on the path toward transforming your marketing plan from a disconnected set of slides to an action-oriented blueprint. In this way, your marketing plan has the opportunity to remain evergreen.

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