Veronica Holmes, Dir./Principal Consultant @ Verdant Marketing Automation

2. Role-Based Metrics:
Theright report totheright person attheright time
Veronica Holmes, Director, Verdant Marketing Automation

3. Why do we need to care about role-based
metrics?

4. Role-based metrics – breaking it down
1. Align with both individual stakeholders AND
business priorities.
2. Dare to ask the tough questions.
3. Identify the metrics required.
4. Present the metrics they care about…
5. …At the right time and in the right way.

5. 1. Align with individual stakeholders and
business priorities
“Marketing accountability does not automatically equate to marketing
alignment with sales and revenue objectives.
What if you're accountable to the wrong metrics? Or metrics that don't
match the organization's priorities and needs?
Accountability is a fantastic first step. But it might not mean much if
your objectives aren't adequately aligned as well.”
-- Matt Heinz, Heinz Marketing
LinkedIn, February 2018, used with permission.

6. 2. Dare to ask the tough questions
Don’t just ask “what do you want to know?”
Ask:
1. “Why do you need to know it?”
2. “Who are you accountable to?”
3. “What are your priorities this quarter/half/year?”
4. “How does that align with the priorities of the
business this quarter/half/year?”
5. “When I talk about ‘x’, do you care?”

7. 3. Doing the work: Identify the inputs and
outputs (metrics) required
1. Identify the Output metrics (usually a group of
important business results).
2. Identify the Input metrics (usually tactics required
to achieve/change those Outputs).

8. Output Vs Input Metrics
Outputs show business “scorecard” results, but are often too high
level to understand what levers need to be impacted in order to
impact results.
Output
Input
Input
Input
Outputs = ResultsInputs = Levers

9. Let’s look at an example
Outputs show results, but are often too high level to understand what
needs to be changed in order to make an impact on them.
Acquire
Paid
Ads
Live
Events
Referrals
Facebook? LinkedIn?
Sponsored? Google Adwords?
Webinars? Trade shows?
Conferences? Private events?
Advocacy? Customer
engagement? Incentives?
INPUTS OUTPUTS

10. Corporate goals:
1 – Customer acquisition
2 – Customer retention
3 – Grow wallet share
Let’s contextualize - Outputs
Grow
Input
Input
Input
Acquire
Input
Input
Input
Retain
Input
Input
Input
1
2
3

11. Corporate goals:
Align inputs with strategic outputs.
In reality you usually only have
budget for a certain number of
inputs!
Let’s contextualize - Inputs
Grow
Input
Acquire
Input
Input
Input
Retain
Input
Input
1
2
3

12. Sometimes successes can lead to
failures
Acquire
Input
Input
Input
Engage
Input
1 2
Corporate Goal:
Increased acquisition of new
products.
Inadvertant Result:
Decreased adoption and
engagement, probably lower
retention.
If we aren’t tracking key output
metrics across the board and
comparing them, we might not spot
the detrimental impacts.

13. The old “marketing funnel” is outputs
If using the funnel,
remember that it gives only
outputs, and no insight on
how to impact results
through changing, adding or
testing inputs.
It can, however, show you
where you need to look.
Marketing Generated Leads
% Marketing Qualified
Lead
% Sales Qualified
Leads
%
Opportunities
$$

14. 4. Present the metrics they care about
Never present a report without explaining why.
 How do the inputs shift the needle towards (or away from)
meeting an output target? Paint the picture!
 What do the numbers mean in the context of what this
stakeholder cares about (their priorities)?
If you can’t explain it, they won’t care about it, even if it
is in their best interests!

15. Build a metrics “org chart”
Map your metrics (inputs and outputs)
to the appropriate roles in your org.
 Everyone cares about outputs.
 Not everyone cares about the
same inputs!
 You have to paint the picture – draw
the line and contextualise between
the inputs and the outputs.
Board
C-Level
Finance Marketing
Manager/s
Operations
Sales
Enterprise
SMB
Inside
Sales

16. 5. Deliver in the way they want and
expect
 When does each role need the report/s?
 What delivery format is going to work best for each
stakeholder/role? (Online v Offline? Raw Data v
Dashboards?)
 How do we automate that as easily as possible?

17. Gap analysis
 Do we have the data we need?
 Do we have the tools/systems we need?
 Have we structured Marketo/CRM and the processes
behind it in a way that captures the right data?
 Do we have the people resources we need to
manage the reporting structure we want?

18. Some things to remember
1. There is no “one report to rule them all”.
2. There is no one report every stakeholder
wants.
3. Measure what’s important, not everything.
4. Present everything in context (Why should
they care about this? What does it mean?)
5. Change, adapt, simplify.

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