Demonstrate the impact of marketing in real business terms. Get a framework for establishing key marketing metrics that ladder up to real business outcomes – from tactical to strategic (and the most important things in between). Change the conversation with sales and executives by simplifying the metrics you focus on, and shifting to an “in this together” approach. Includes a model for measuring marketing contribution, and alternative to common "attribution" models.

1. Metrics that
Matter
Demonstrating
Marketing’s Impact
to Business
Outcomes
According to Leslie Alore

2. TheApproach

3. • Stay in front of key accounts and personas even when
they’re not in a buying moment
• Maintain visibility and build credibility for Ivanti
• Identify opportunities to create a buying cycle
• Look for signals that they are approaching a buying moment
Together, marketing and sales need to….
Maintain Engagement with Target
Accounts & People not in a
Buying Cycle
• Identify who is in market for our solutions NOW
• Identify the buying group for the purchase
• Prioritize sales’ time against these accounts and people
• Capture demand & move people through the buyer journey
with targeting & programmatic marketing outreach
Identify Companies and People in a
Buying Cycle, Capture & Accelerate
through Buyer Journey
15-20% of target accounts are expected to be in
market for our solutions at any one time.
80-85% of target accounts are NOT actively in
market for our solutions.
Marketing + Sales precision engagement Marketing air cover

4. 1
Marketing goals and performance
are directly tied to business goals
and performance.
We don’t celebrate victory in marketing
unless the business is victorious.
2
Marketing and Sales are partners,
working together to simultaneously
pursue target business.
We don’t worry about who gets ‘credit’
or who ‘sourced’ a deal – it’s the
combined effort that makes the deal.
3
Marketing is a performance-driven
function, measuring what matters so
we can continuously improve.
We don’t commit random acts of
marketing – we set targets, execute
with intent, measure what we deliver,
and adjust.
4
Marketing supports the entire
customer lifecycle – from early-
awareness to contract renewal.
We don’t ‘hand-over’ leads to sales and
step away – we continue to engage
people though their journey pre-and-
post-sale.
5
Simplicity, consistency and
actionability are more important
than perfection.
We don’t measure everything – we
measure what matters most, and we
seek insights that help us act quickly,
monitor & adjust over time.
6
Marketing and Sales succeed by
applying unique complementary
abilities to the same goals.
We don’t drive the sales process – we
support the customer’s buying process,
and we create great experiences at scale
so sales can deliver great 1:1 experiences.
Guiding Principlesfor Marketing Impact & BusinessAlignment

5. MetricsThat Matter
Tactical KPIs
The measures that indicate
whether we are doing the right
things to engage the right people
to yield results.
Marketing Practitioner Conversations
Operational KPIs
The measures that serve as
leading indicators for whether
we are on track to achieve
strategic targets.
Marketing & Sales Conversations
StrategicTargets
The targets through which we
measure our business’ success
and marketing’s impact.
Board & Exec Conversations

6. Company North
Star Goals
Annual Revenue:
$1B
EBITDA: 45%
Improve CSAT :
+10%
Employee
Engagement: 85%
Commercial
Targets
New Bookings:
$500M
New Pipeline
Creation: $800M
Average Win Rate:
25%
Strategic
MarketingTargets
Contribution to New
Bookings: $325M
(65%)
Contribution to New
Pipeline Creation:
$360M (45%)
Contribution to
Pipeline Acceleration:
33%
Marketing
Operational KPIs
Leads Target Accounts
Monthly MQLs:
300
MQLConversion
Rate: 30%
MonthlyTarget
Accounts
Reached: 5,000
MonthlyTarget
Accounts
Engaged: 500
Repeat this cascading goal-setting for
each North Star Goal.

7. StrategicTargets
The targets through which we measure our
business’ success and marketing’s impact.
Operational KPIs
The measures that serve as leading indicators for
whether we are on track to achieve strategic targets.
Tactical KPIs
The measures that indicate whether we are doing the
right things to engage the right people to yield results.
Leads
Total MQLs ("Contact Me Leads") 300
MQL Conversion Rate 30%
Accounts
MonthlyTargetAccount Reach 5,000
MonthlyTargetAccount Engagement 650
Paid Media
Cost per Lead $300
Click-through Rate 2% 2%
Conversion Rate 2% 2%
Account Reach through ads 80%
Account Engagement through ads
Events
Registration Rate 10%
Attendance Rate 60%
Account engagement through events 10%
Email
Open Rate 18%
CTO Rate 15%
Opt-out rate < 0.2%
Board & Exec Conversations Marketing & SalesConversations Marketing Practitioner Conversations
MetricsThat Matter
AlignedtoNorthStarGoal:Annual Revenue
NORTH STAR:Annual Revenue $1B
Total New Bookings $500M
MarketingCont. to Bookings ($) $325M
Marketing Cont. to Bookings (%) 65%
Total Pipeline $800M
Marketing Cont. to Pipeline ($) $360M
Marketing Cont. to Pipeline (%) 45%
Win Rate (%) 25%
Marketing Contr. to Pipe Accel (%) 33% This is a representative sample. Relevant metrics should be
established for each tactic executed by marketing.

8. The Mechanics

9. What is
Marketing Contribution
Marketing Influenced
Marketing Sourced
Marketing Generated

10. Measuring Marketing Impact to Pipeline & Bookings
Opportunity
Creation
Pipeline $
Opportunity
Close
Booking $
OpportunityCreate
Date –180 Days
Marketing Contribution to PipelineCreation
Marketing Campaign Responses Pre-OpportunityCreation
Marketing Contribution to PipelineAcceleration
Marketing Campaign Responses Post-OpportunityCreation
Marketing Contribution to Bookings
Marketing Campaign Responses Pre & Post-Opportunity Booking
Campaign Response
Marketing Contribution to Renewals
Marketing Campaign Responses Post-OpportunityCreation

11. Definitions
 Marketing Contribution to New Bookings: Value of Bookings from Opportunities where theContact(s) on a New Business Opportunity responded to one or
more marketingCampaigns within the established timeframe prior to opportunity creation and/or while the opportunity was open.
 Marketing Contribution to New Pipeline Creation:Value of Opportunities where the Contact(s) on a New Business Opportunity responded to one or more
marketingCampaigns within the the established timeframe prior to opportunity creation
 Marketing Contribution to New Pipeline Acceleration: Value of Opportunities where the Contact(s) on an open New Business Opportunity responded to one or
more marketingCampaigns after the Opportunity creation date and prior to close, regardless of opportunity source.
 Account Reach: the unique number of accounts being exposed to marketing campaigns through any channel, regardless of engagement (akaAccount
Impressions)
 Account Engagement (pre or post-opportunity): One or more people in a target account engaged in a measurable way which leads to a Campaign response
from a known person (Lead or Contact) in SFDC.These campaign responses may have occurred either before or after the creation of an opportunity but must be
prior to opportunity close.
 Marketing Qualified Leads (MQLs): People who have explicitly asked to be contacted by sales via a marketing channel. AKA “Contact me” Leads

12. People engage with tactics that are tracked
via SFDC Campaigns.
By engaging with the tactic
Call-to-Action, Leads and/or
Contacts become Campaign
respondents in SFDC.
When Campaign respondents
are linked to Opportunities
created within after campaign
response, Marketing
Contribution is recognized,
based on the value of the
Opportunity.
How Marketing Contribution to Pipeline Creation is Measured
Campaign respondents can be in SFDC as a Lead,
as a Contact, or as both.
In the case where someone has both a Contact
record and a linked Lead record, both records will
be updated with relevant Campaign associations
as they engage with marketing campaigns.
Net New people who interact with campaigns will
be created as Leads in SFDC, with relevant SFDC
Campaign information associated.
Existing people who are Leads in SFDC will be
updated with additional Campaign information as
they engage.
Existing people who are Contacts will have
relevant Campaign information associated.They
will be re-created as a Lead (linked to their
original contact) if they reach MQL criteria.
A Lead should be converted to create a new
Opportunity where a Lead exists. Campaign
responses that occurred prior to Opportunity
creation will show up on the Opportunity.
An existing Contact can be linked to a new or
existing Opportunity, and any Campaign
responses that meet the criteria for Contribution
will be reflected in Contribution reporting.
Marketing Contribution to pipeline creation is recognized when a person responds in a meaningful way to one, or more, marketing
campaigns within 6 months leading up to Opportunity creation, and that individual is linked as a Contact for the opportunity.

13. People engage with tactics that are tracked
via SFDC Campaigns.
By engaging with the tactic
Call-to-Action, Leads and/or
Contacts become Campaign
respondents in SFDC.
When Campaign respondents
are linked to an SFDC
Opportunity created before
Campaign response, then
pipeline acceleration is
recognized, based on the
value of the Opportunity.
How Marketing Pipeline Acceleration is Measured
Campaign respondents can be in SFDC as a Lead,
as a Contact, or as both.
In the case where someone has both a Contact
record and a linked Lead record, both records will
be updated with relevant Campaign associations
as they engage with marketing campaigns.
Net New people who interact with campaigns will
be created as Leads in SFDC, with relevant SFDC
Campaign information associated.
Existing people who are Leads in SFDC will be
updated with additional Campaign information as
they engage.
Existing people who are Contacts will have
relevant Campaign information associated.They
will be re-created as a Lead (linked to their
original contact) if they reach MQL criteria.
A Contact should be linked to an existing
Opportunity after opportunity creation and
before the opportunity is closed.
Expected Pipeline Acceleration can be tracked at
any point while the opportunity is open, but
official Pipeline Acceleration will not be officially
reported until an Opportunity is Closed Won.
Marketing Pipeline Acceleration is recognized when a person who is linked to an open Opportunity responds in a meaningful way to
one, or more, marketing campaigns after the Opportunity is created, and before the Opportunity is closed.

14. The Reporting

15. $501M
Goal: $500M
TOTAL BOOKINGS
ExecutiveSummary – MarketingYTD Performance (Jan – May)
StrategicTargets
Comments
1. Total Bookings goal achieved.
2. Total Pipeline creation slightly exceeded goal,
as did marketing’s contribution.
a. Slow start in Q1 offset by significant
improvement in April & May following
launch of July 4 Event Campaign
3. Total volume of inbound leads (MQLs)
exceeded expectation; however the average
conversion rate is too low.
Remediation: Reviewed with BDR team and
learned there was an increase in spam leads
from web forms in last 2 months –
implementing new filter
4. Uptick in account reach & engagement result
of Jul 4 Event campaign launch (March) –
expecting to see sustained reach &
engagement from this campaign leading up to
and following event
401
MQLs
Goal: 300
23%
MQL to Opp Conv.
Goal: 30%
$367M
**Goal: $360M
MARKETING CONTR. TO
PIPE CREATION
4,980
Average monthly
account reach
Goal: 5,000
32%
**Goal: 33%
MARKETING CONTR. TO
PIPE ACCEL.
676
Average monthly
account engagement
Goal: 650
Operational KPIs
Leads
Accounts
0
2000
4000
6000
Jan Feb Mar Apr May
Account Reach Account Engagement
Target Account Reach & Engagement
0
100
200
300
400
Jan Feb Mar Apr May
Total Pipeline Marketing Contr.
Pipeline Creation
3
4
2a
Stick to the Metrics that
Matter for the audience.
Show trend over time for the
most important / relevant
metrics.
Include written commentary on
the most notable results.
Use numbers to associate
comments with data.
Note remediation
plan for any
performance issues /
anomalies.
Explain drivers of strong
performance & set expectations.
$805M
Goal: $800M
TOTAL PIPELINE
CREATION
1 $326M
Goal: $325M
TOTAL BOOKINGS
Show the Goal along with
the result for every metric.
2
24%
**Goal: 25%
WIN RATE

16. Discuss the guiding principles & get buy-in
Share the Metrics that Matter & how they align to the business
Explain the methodology for determining the Metrics that
Matter, theTargets and Marketing Contribution measurement
Create and share reports for each of the Strategic & Operational
metrics, showing performance to goal and trends over time
During performance reviews, highlight what’s going well, what’s
not going well, why, and discuss actions to address these
How toCreateAlignment withStakeholders

17. Leslie Alore
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This presentation is the intellectual property of Leslie Alore.