1. Cracking the Code to Exceptional Marketing
Performance
How to be an “A” Organization

2. Are you an “A?”
Those few marketers whose leadership team assigned
them “A” grade for their ability to demonstrate their
impact to the business have adopted six principles of
Marketing Performance Management to increase
marketing ROI and contribution.
6 Principles of Marketing Performance
Management:
 Alignment
 Accountability
 Analytics
 Automation
 Alliances
 Assessment

3. So You Want to Be an ‘A?’

4. Get in Alignment
Here are the four challenges you’ll face:
 Misalignment of marketing plans with business
goals
 Misalignment of metrics with expectations
 Investments not matching intentions
 Best practices continue to elude most marketers

5. Get In Alignment
“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.”
Move the Needle:
Novice: Don’t settle for vague outcomes like “Increase
Market Share.” Make sure outcomes are specific.
Intermediate: Establish performance targets for every
marketing objective. Instead of activities, have
quantifiable objectives tied to each business outcome .
Advanced: Benchmark performance indicators
relevant to your industry. Based on b’marking, develop
KPIs for marketing organization.

6. Create a Culture of Accountability
Mantra: “Activities are great, results are better.”
 A’s use metrics and dashboards to make factbased decisions and strategic recommendations.
Predictive
ActivityBased
Operation
al
OutcomeBased
LeadingIndicator

7. Analytics are Awesome
 Mantra: “To
Move the Needle, You Must
Measure”
A’s leverage data, analytics and modeling to
discern patterns, glean insights and predict
outcomes.
There are TWO Methods:
 Mapping
 Dashboard Development

8. Mapping
 “A mapping approach allows marketing the opportunity to define
their own objectives by drilling down into more detailed analyses
and metrics to improve performance.”
To create a map, follow 5 steps:
 Identify key business outcomes and select those that marketing
can impact. Duh!
 Define the initiatives marketing will drive to achieve the
outcomes.
We’re good at ideas!
 Establish quantifiable, measurable objectives to support each
initiative.
How will we know we’ve achieved the
goal?
 Develop strategies for each marketing function that will drive the
objectives. What will we do to move the needle?
 Clarify each activity/tactic for each team member. Go forth and
conquer!

9. Mapping

10. Dashboard Confessionals
 “It’s often difficult to measure the impact of a
download or a click through. In order to be effective
marketing has to correlate the activity to the outcome
and the business objective.”
Five Stages of Dashboard Development:
 Select Key Metrics. What are our KPIs?
 Populate the dashboard with data. History is important!
 Establish relationships b/w dashboard items. It’s obvious, isn’t
it Watson?
 Forecast and create “what if” analysis. What worked and
how do we replicate it?
 Connect to financial consequences. Money!!

11. The Mechanics of Automation
 Mantra: “With the right standards, systems and
tools in place we can rule the world!”
 Another way of looking at this: “We can’t manage
what we can’t measure.”
A’s invest in systems, processes and tools to
track, measure and report results.

12. The Mechanics of Automation
Action Steps to Automation:
 Determine key players in creating a marketing





automation technology roadmap
Kick-start the process by evaluating and selecting an
enterprise marketing platform to consolidate core
marketing functions.
Perform a “gap analysis” to find areas where services
need to be filled.
The enterprise marketing platform MUST provide access
to all customer data and a connection to external and
internal data sources.
Empower marketing with comprehensive analytics.
Armed with marketing analytics, marketers can now
create dashboards to measure marketing results and
make better decisions.

13. Strategic Alliances
 Mantra: “Marketing activities + IT solutions + Sales Team +
Finance = Performance Driven Company!”
A’s formally collaborate with the sales, finance and IT
organizations.
Move the needle:
 Connect marketing programs to the customer buying process
and demonstrate marketing’s impact on customer acquisition,
margin and value.
 Develop a Set of Operation Metrics:








Average Purchase Per Customer
Average Renewal Rate
Upgrade/Cross-Sell Conversion
Customer Lifetime Value
Customer Acquisition Cost
Customer Retention Cost
Share in segment and geography-velocity as well
New Product Acceptance

14. Assessment (Ignore it and It’ll make an a–outta me an you)
 Mantra: “Opinions are for sissies. Data, analysis
and rigorous measurement create better
outcomes.”
A’s benchmark and audit marketing performance
with an eye toward continuous improvement.
Move the needle:
 Review Marketing Plans and assess how many of
the objectives are measurable.
 Conduct a marketing audit.

15. SO! Are We an ‘A’ Marketing
Team?
•
Alignment?
• Accountability?
• Analytics?
• Automation?
• Alliances?
• Assessment?