If you took your company name and logo off of your marketing collateral, would the reader still know that it came from your firm?
How strongly does your brand shine through in unique language, perspective, and distinct value? You can ask the same about your marketing performance reports.
Are the metrics that you use to demonstrate success unique?
Do they reflect your firm’s core priorities?
Without these distinctions, you may be providing a collection of data that is ultimately disconnected from decision making.
If your marketing reports don’t enable performance management, it’s time that they do.
Eighty-two percent of CMOs report that their goals directly align to revenue targets. But many practitioners acknowledge that marketing performance management programs require significant tuning to link marketing results to decision making and revenue outcomes.
The window of opportunity for you to lead your marketing department toward revenue relevance is closing.
I suggest that you do the following before it shuts:Uncover your firm’s explicit path to revenue. You might be satisfied to make your numbers, but switch your focus to supporting a revenue mix that reflects your firm’s most strategic priorities.
Get in lockstep with your organization’s explicit path to revenue. Perhaps this is net new customer acquisition from a specific industry, building out the market presence of a specific segment of the product portfolio, or customer service proficiency for up-sell and renewal revenue in a specific business line.