HOW TO MEASURE YOUR MARKETING Metrics, Analytics and ROI
INTRODUCTION D yu knw hw a change in yur marketing budget can impact yur marketing results? Accrding t the 2010 B2B Lead Generatin Marketing ROI Study by Lenskld Grup, mre than 44% f marketers have n idea what an increase in budget culd have n their ROI. Knwing the ROI f yur marketing will help yu quantify yur budget ver every marketing cycle. The aim f this guide is t help yu measure the ROI f yur marketing and identify imprtant aspects such as: The mst imprtant marketing metrics fr yur business. Hw t measure the varius marketing effrts and their impact n yur rganizatin s bttm line. Hw t best cmmunicate the marketing results with the executive team r management. What prcedural r persnnel changes may be necessary in yur rganizatin fr the prper implementatin f marketing measurement. The main fcus f any business is imprving revenues and grwing faster. These are the main metrics yu shuld be measuring. MEASUREMENT INSIGHT: 5 QUESTIONS TO ASK T find ut the impact f yur marketing prgrams, yu need t knw what t measure. The questins belw will guide yu in yur measurement insight: a) What are yur marketing bjectives and hw will yu cnnect yur investment t revenue and prfit? b) What impact will a percentage change f marketing budget have n yur bttm line ver a specific perid (mnths, years, sales cycle)? c) Hw effective are yu at cnverting marketing investment int revenue and prfits when cmpared t relevant marketplace benchmarks, yur cmpetitin and histrical revenue perfrmance? d) Which targets shuld yu fcus n t imprve revenues ver the next few mnths/years? What initiatives shuld be implemented t make this happen? e) What ther questins must be answered n the ROI and hw are yu ging t address them? Let s get started with the steps that yu need t fllw t measure yur marketing. 1. Measuring Marketing Metrics Mst businesses have ne majr prblem with nline marketing: measuring ROI. In mst cases, executives utside the marketing department think that marketing is necessary nly fr supprting sales. It is n wnder that mst cmpanies d nt take marketing measurement seriusly. What can yu d t cnvince the tp executives that marketing is a crucial part f business peratins and significantly cntributes t revenues and prfits? Hw can yu build the respect amng yur rganizatinal peers and even earn a place at the revenue table? Use Metrics that are imprtant t CEOs and CFOs In the current cmpetitive business envirnment, metrics like bunce rate and email pen rate d nt matter t the tp level executives. Instead, CEOs and CFOs are mre cncerned abut hw the revenues and prfits are generated by the cmpany.
When discussing marketing with yur CEO, fcus n the impact f marketing n the verall revenue f the cmpany. Fr example, yu can discuss: Hw much faster the cmpany is grwing nw versus a cmparable time in the past. Hw revenue has imprved in the current quarter versus the last quarter. Prfit and revenue frecast fr the next quarter r sales cycle. What metrics supprt the abve assertins. In general, yu shuld fcus n tw things: revenue and grwth. These are the metrics that CEOs care abut. While ther metrics like search engine rankings, scial media engagement and thers are imprtant t the marketing department, they will nt earn yu respect with the CEO if yu cannt tie them t the revenue r grwth perfrmance f the cmpany. 2. Planning fr Marketing ROI Marketing ROI reprting is nt just a matter f delivering frms every mnth n the marketing strategies implemented. Reprts are nly as gd as the infrmatin they prvide that can help the rganizatin imprve its prfits. Yu shuld plan yur marketing prgrams with ROI in mind frm the nset. If yu define gals frm the nset, yu can measure the marketing effrts against these gals and take steps t achieve them. Yur main fcus shuld be nt just prving ROI but als imprving ROI. Planning fr marketing ROI invlves three main activities: Defining yur targets and ROI estimates upfrnt. Designing yur marketing prgrams t be measurable. Fcusing n the decisins that will imprve marketing. Imprving yur marketing ROI requires planning and discipline. Marketing ROI Management Prcess Step One: Establish Gals and ROI Estimates Upfrnt When planning any marketing investment, yu shuld first quantify yur expected utcmes. Each marketing prgram shuld be assigned up- frnt gals, KPIs and benchmarks befre the investment. The first step f planning any prgram is t define yur bjectives and then chse measurable metrics t supprt the gals. By setting ROI gals, the CFO will see the expected utcme f the marketing investment. Therefre, apprving yur marketing budget will be easier. Other benefits f mdeling yur ROI gals include: Identify the principal prfit drivers that significantly affect the mdel and yur prfits. Create alternative scenaris t determine when changing parameters can impact yur rganizatin s revenues. Identify the targets yu will use t cmpare the actual results. Step Tw: Design Prgrams t be Measurable
Yu shuld have measurement strategies fr every marketing prgram. As yu plan, knw what yu will measure, hw yu will measure and when yu will measure. In nearly every case, yu will need t take specific steps t make the marketing prgrams measurable. This usually includes varying yur spending levels acrss markets r setting up test and cntrl grups t measure relative impact. When planning fr measurement, yu need t track the apprpriate attributes fr all yur marketing prgrams and their variants. These can include investment level, ffer, channel, messages, target audience and ther relevant demgraphics. Failing t start the measurement prcess early in the lifecycle can lead t expensive mistakes dwn the line. Gathering data frm the nset is imprtant even if it will nt be used at that time. This data histry will be crucial when yu are ready t implement mre sphisticated appraches twards measuring the effectiveness f yur marketing prgrams. Step Three: Fcus n the Decisins that Imprve Marketing Yu ll reap the highest reward if yu mve past histrical measurement t frward- lking decisins. Mst f the data yu will have will be n past utcmes. The biggest benefit yu will derive frm the data is using it t determine the business steps t take fr future gals based n the data intelligence. An example f intelligence yu can derive frm the data is what yu need t implement t drive rganizatinal prfits. Therefre, as yu plan n what t measure, yu shuld d s with the aim f using the data t guide yu twards the decisins yu will need t make t imprve the revenues f the cmpany. Other intelligence yu can gather frm the measurement can help yu identify the marketing prgrams that are resulting in the best ROI, the effect f budget increase n different prgrams, better understanding f custmer behavir when apprached thrugh different marketing techniques, the best mix f marketing tactics that help in achieving cmpany bjectives and s n. Each measurement shuld help yu understand hw t imprve the marketing prgrams and align them with the bjectives f yur business. If yu d nt meet all the gals f the prgram, yu can still knw what needs t be dne t imprve the prgram. Where Metrics G Wrng There are literally hundreds f marketing metrics t chse frm. Hwever, nt all f them are imprtant fr yur business and especially the bard. If yu are appraching the CEO r CFO t justify yur marketing budget, yu will need t present different metrics than yu wuld t yur SEO r cntent marketing team. Yu can track different metrics as lng as they are helping yu better understand yur market psitin, custmers r ther aspects f the business. Hwever, nt all metrics shuld be shared with ther executives unless the metrics really matter. Belw are sme ways in which metrics can g wrng: a) Vanity Metrics Many times, marketers present metrics that make them feel gd abut the utcme f their prgrams t justify their marketing budgets. The prblem is that ften, these metrics are nt clearly related t the cre bjectives f the business, i.e., generating revenues and fast grwth.
Examples f cmmn vanity metrics include Facebk likes, brand mentins n scial media, and engagement n scial media platfrms like blgs and scial netwrks. While these metrics are imprtant in understanding the verall impact f a marketing prgram, CEOs and CFOs just dn t care abut them since they are nt tied t revenues. b) Measuring what is Easy When measuring the impact f marketing n revenues becmes tugh, marketers may resrt t measuring what is easy. While this can be fine in certain situatins, it usually raises questins amng CEOs and ther executives n hw accurately the metrics reflect the financial metrics they are interested in. The result is usually a strain n the marketer s credibility. c) Fcusing n Quantity instead f Quality When measuring lead metrics, mst marketers cncentrate n lead quantity rather than lead quality. Fcusing n quantity while ignring quality usually results in prgrams that lk gd but d nt deliver the desired prfits. The number f leads that enter yur sales funnel is nt imprtant if they are nt cnverting. In case yur prgram prduces a larger number f leads that are nt cnverting well, yu need t evaluate yur ffering as well as the target leads t ascertain the reasns fr pr cnversins. d) Fcusing n Activity Instead f Results Marketing activity is easy t see and measure but results, which are even mre imprtant, are difficult t measure. On the cnverse, sales activities are difficult t measure while sales results are easy t measure. This may be the reasn why CEOs and CFOs are mre cncerned with sales activity than marketing results. Yu shuld fcus n the impact f yur marketing prgrams n the revenues f the cmpany. Revenue results frm marketing prgrams make it easier fr tp executives t appreciate the rle f marketing in the grwth and prfitability f the cmpany. e) Measuring Efficiency Instead f Effectiveness Anther way in which metrics measurement ges wrng is when marketers measure efficiency instead f effectiveness. Effectiveness refers t ding the right things while efficiency means ding anything, even wrng things, really well. Fr example, having yur webinar full f peple wh are nt interested in yur prduct r ffer is efficient but nt effective. Effectiveness enables the executive t see the results frm marketing prgrams that impact grwth and revenues f the cmpany. Efficiency metrics are likely t prduce questins frm the executives that are mre financially riented, and will be pr justificatin fr marketing budgets in difficult times. 3. Measurement Framewrk Measuring the Right Metrics While different metrics are imprtant, thse that have a direct impact n the rganizatin s sharehlders value, ROI, cash flw, prfit and margin are the mst imprtant. Since cmpanies are lking t grw faster and generate mre prfits than their cmpetitrs, it makes sense t measure the metrics relating t prfits and grwth.
Nt all metrics are imprtant in marketing. CEOs and CFOs dn t care much abut the majrity f metrics that marketers take t be imprtant. The main metrics that they care abut are thse related t revenues and prfits. Financial Metrics There are tw main categries f metrics that directly affect revenues and prfits: Revenue Metrics: These are marketing aggregates that directly impact a cmpany s revenues. Marketing Prgram Perfrmance Metrics: These relate t the cntributin f individual marketing prgrams t the cmpany s grwth and bttm line. These tw metrics can indicate the past and present perfrmance f the cmpany, as well as be used t determine estimated future perfrmance. Each categry can als have different metrics based n time. These metrics are the Leading Indicatrs, Diagnstic Metrics, and Business Perfrmance Metrics & KPIs. Let s lk at each f them. Leading Indicatrs. These metrics help rganizatins t frecast future results. They answer the questin Hw is the cmpany likely t d in future? Diagnstic Metrics. These metrics prvide insight n the cmpany s current perfrmance ften by cmparing results against marketplace benchmarks, cmpetitrs and histrical data trends. They answer the questins, What is wrking? and What can be dne better? Business Perfrmance Metrics & KPIs. These metrics relate t the perfrmance f past marketing prgrams. They answer the questin, Hw did the cmpany d in the past? The metrics are easy t extraplate n a marketing sftware dashbard and indicate the perfrmance f different prgrams in the past. Secrets fr Measurement Success Chse a maximum f 5 metrics t fcus n. It is difficult t fcus n mre than that, s chse wisely. Measure the utcme f yur marketing prgram versus the gals fr thse metrics fr every campaign, prduct, regin, sales, channel, etc. Shw the trends fr the metrics ver time. This way, yu can easily see what is wrking and what needs t be imprved. Have a dashbard fr yur emplyees t see s that everyne knws what yur marketing is trying t achieve and where yu currently stand. Have gals and recgnize thse wh achieve them. Offer them badges they can put n their cubicle r desk. Repeat the prcess. Track yur results weekly, mnthly r quarterly t knw what needs t be imprved. 4. Revenue Analytics One f the mst imprtant metrics t track is that which shws marketing s aggregate impact n revenue. In tday s nline and scial wrld, marketing is respnsible fr up t 70% f the entire buying prcess. This means marketing and sales need t wrk tgether t generate revenues. And this new way f wrking requires new metrics and analytics. Define the Revenue Cycle The first step twards revenue analytics is t define the revenue cycle. This invlves tracking the actin f ptential buyers frm the time they becme aware f yur prduct r service, mving thrugh marketing and sales t clsed business and beynd.
When marketing and sales wrk tgether, they each define a prspect s mvement frm ne stage t the ther and create a fundatin fr cmprehensive revenue metrics. The stages that yur prspects fllw dwn the sales funnel can be different depending n yur cmpany. Belw is a typical example f the stages that custmers f an nline marketing cmpany g thrugh. Stage 1: Everyne This is the pint where users have cme acrss the cmpany r ne f its prperties. Here, users have nt taken any actin that will qualify them as leads. Stage 2: Engaged At this stage, visitrs have shwn real engagement with the cmpany such as cmmenting n the blg, attending a webinar, dwnlading cntent fr the website, r clicking n an email that was sent. Stage 3: Prspect This refers t users wh shw interest in the cmpany s prduct r services and may buy in future. Hwever, they are nt ready fr engagement with sales. A qualified prspect refers t the right persn at the right cmpany that fits yur rganizatin s scre rules. Stage 4: Lead This is a marketing qualified user wh shws enugh behaviral engagement r buying intent. The lead is ripe fr a sales call. Stage 5: Sales Lead These are users wh have been qualified t be ready t buy by a sales qualificatin rep. Stage 6: Opprtunity These are leads wh have been added t the pipeline as they prepare t buy. Stage 7: Custmer This is a persn wh has bught the prduct r services. The custmers may then be passed t a new revenues cycle fr upsell and retentin. 5. Prgram Measurement Why Measuring Marketing Prgrams is Difficult Sme f the majr challenges f prgram marketing measurement include: Knwing when t measure. The marketing investment yu make tday may nt have an impact immediately. The impact may ccur a few days, weeks r mnths dwn the line. Hwever, as a marketer, yu need t decide where t increase yur budget tday. Multiple tuches. Cnventinal marketing rules indicate that sellers need t engage with a prspect at least seven times befre they can generate a sale. The truth f the matter is that it takes multiple interactins with a prspect t make a sale. This makes it difficult t allcate revenue t any specific tuch. Multiple influencers. The average buying cmmittee fr a five- figure purchase at a mid- sized cmpany cmprises six peple. Fr larger cmpanies, a cmmittee can invlve 21 r mre peple. Different
marketing prgrams can affect each individual differently. Therefre, it is crucial t knw which prgram has the mst impact. Extraneus variables. Sme factrs utside the marketing cntrl can significantly impact the results f yur prgram. Therefre, it can be difficult t knw whether the ROI is as a result f yur marketing prgrams r external factrs. Hw t Measure Marketing Prgram ROI While measuring ROI is difficult, it is nt impssible. Different methds can prvide insight int yur varius marketing prgrams and their effectiveness. Each sequential methd gives a mre accurate view int yur custmer data value. Mst cmpanies begin measuring their marketing prgrams with the first and secnd methds, and then begin t experiment with ther mre rbust appraches. The methds are: a) Single Attributin (First Tuch/Last Tuch) This is the mst cmmn methd f tracking the results f a marketing campaign. The methd invlves assigning all the value t the first r last prgram that tuches n the deal. Advantages This methd is relatively easy t implement and csts little t implement. It prvides gd insight int the early stages f the revenue cycle and wrks well when the majrity f investments are made in lead generatin instead f lead nurturing. With the First Tuch/Last Tuch methd, marketers get straightfrward insights int investment per lead metrics. Disadvantages The methd des nt accunt fr the influence f subsequent tuches. Therefre, the insights are directinal at best. With the methd, it is difficult t accunt fr quality until the deal is clsed. Mrever, t much credit is attributed t lead generatin prgrams and nt enugh t lead nurturing r cntributin frm sales. b) Single Attributin with Revenue Cycle Prjectin Tday s marketing investments may nt pay ff fr quite sme time. As a result, the ROI f yur current marketing prgrams is in limb. This is a disadvantage that the First and Last Tuch attributin apprach has in tday s marketing. Measuring marketing ROI withut prperly accunting fr the time it will take fr the investment t pay ff can lead t making biased decisins that may negate ptential lng term gains. T avid this shrtcming, rganizatins can use revenue cycle prjectins. Adding revenue cycle prjectin t a first tuch single attributin can help yu gain deeper insight int the lng term impact f yur marketing prgrams. Fr example, yu can fcus n the impact that a trade shw can have n yur revenue cycle instead f waiting t see the actual results f a trade shw. Advantages
Revenue cycle prjectin fcuses n the impact f the marketing prgrams n the revenue and nt just the tp f the funnel. The apprach uses estimates t quantify the future value f tday s marketing spend. Apart frm this, it als uses lead quality, nt lead quantity, t evaluate the marketing prgrams. Disadvantages Revenue cycle prjectin attributes value t lead surces withut taking int accunt the influence f ther marketing methds. The measurement methd uses past perfrmance t estimate future results. Therefre, it cannt incrprate underlying changes. The apprach als requires that estimates must eventually be backed up with actual results. c) Attribute acrss Multiple Prgrams and Peple This apprach recgnizes that it takes multiple cmmunicatins frm different peple in the rganizatin t clse a deal. The methd attempts t measure the cntributin f the effrts f each individual. Tracking and Analyzing Allcatins The first thing t d is start with the actin that yu are analyzing and wrk backward t identify the significant actins that affected the cntacts assciated with the particular deal. Hwever, make sure yu accunt fr nly the cntacts that accunted fr the tuches that ccurred befre the actin was taken. After cmpiling a cmprehensive list, yu can allcate prtins f the resulting deal t each ne. The allcatin prcess is where things can get tricky. Hw t Allcate Befre allcating revenues t multiple peple and prgrams, yu need t decide hw t weight each tuch pint. Yu can weight by time, rle r prgram type. By Time: Yu might want t weight sme actins based n when they ccurred in relatin t the actin that delivered value. This is especially true fr prgrams that happen immediately befre the key behavirs. Fr example, a prspect may have becme a lead because f the fact they attended a webinar yu held recently, rather than they attended a trade shw r dwnladed a white paper a few mnths ag. By Rle: Yu may place mre weight n prgrams that tuched n key decisin makers than thse that affected ther influencers. If yu chse this rute, make sure the weighting matches the realities f the business. Fr example, a CEO shuld nt be given mre weight than a manager if he r she played a minr rle in clsing the deal. By Prgram Type: Smetimes, yu may want t weight sme prgrams mre heavily than thers based n the level f activity they prduce. Fr example, attending a ne hur webinar may have mre impact that simply visiting the website. Hwever, make sure yu weigh realistically based n results and nt n the cst f creating the prgram. Otherwise, tp level executives can questin yur assumptins. Advantages
The multiple prgrams apprach incrprates nurturing tuches as well as lead generatin. The apprach is especially useful fr lng revenue cycles with many tuches. Mrever, it als fcuses n all cntacts assciated with a deal, and nt just the first cntact. Disadvantages The apprach requires assumptins that can make the analysis biased. It als lacks insight int synergy f tactics since there are n crrelatins f cnnectins. If yu weight all tuches equally, there is the risk f ver- crediting tuch pints that have a lw impact. d) Test and Cntrl Grups One f the best ways t measure the true impact f a particular marketing prgram is t test its effectiveness against a well- frmed cntrl grup. Here, yu cmpare the results f the tw grups. The methd is expensive but can be used t measure almst anything. Using the Apprach With this apprach, yu need t apply the treatment f the prgram yu want t measure t ne cmpnent f yur target buyer grup, and nt t anther hmgenus part f that grup. When all factrs are equal, it is pssible t attribute any difference in buyers behavir between the tw grups being tested. Fr example, if yu want t measure the impact that nline advertising has n a particular prduct, yu can create tw separate campaigns and target them t tw equal grups. Fr the first grup, yu can spend twice as much as n the secnd grup and gauge the resulting impact in terms f sales frm the tw grups. Yu can cmpare the behavir f the tw grups t analyze the effectiveness f yur marketing campaign. Advantages This apprach is mre sphisticated and analytical. It reveals the true impact f a marketing prgram and can be used t measure the impact n almst anything within the right test. The measurement is relatively lw cst if yu can design a decent cntrl grup. Disadvantages The apprach fcuses n specific tactics and therefre cannt reprt n the effectiveness f all the prgrams. Mrever, while it is pssible t test almst everything, the cst f the methd increases with the number f things that need t be tested. The test and cntrl apprach nly wrks when yu have incrprated variance t supprt measurement f a prgram. e) Full Marketing Mix Mdel Marketing Mix Mdeling (MMM) shws the utcme f sales vlume n the varius independent marketing tuches and ther nn- marketing tuches. The apprach uses statistical techniques such as regressin t determine the impact f marketing prgrams. Advantages
This methd is very accurate in measuring the impact f marketing prgrams. Marketers can use the methd t measure the impact f all prgrams as well as external factrs. The methd als gives insight int the effectiveness and efficiency f a prgram. Disadvantages The apprach needs a lt f data. It can be cstly t cllect the required data as well as the histrical data. Marketers als need sphisticated analytical skills t knw the independent variables t use with the mdel. Finally, the fcus n shrt- term sales changes can undervalue lnger term, brand building activities. 6. Marketing Frecasting Mst bard meetings cncentrate n sales frecasts. Rarely will yu hear f a meeting f upcming marketing strategies. Hwever, as the marketing head in yur rganizatin, it is imprtant t have a marketing frecast fr the varius prgrams yu intend t implement. Lng- term Visibility In a sales cycle frecast, the sales team fcuses n the revenues that specific accunts will achieve ver time. As the sales cycle increases, the frecast becmes mre inaccurate. On the ther hand, marketing frecast takes respnsibility f the early stages f the revenue cycle, prviding better visibility n future revenues. Marketing heads can frecast hw many custmers, pprtunities and new leads the cmpany can get in future perids because they knw the prspects in each revenue cycle and hw likely they are t mve t the next stage ver time. Hw t Carry Out Marketing Frecasting The methdlgy f making marketing frecasts is a simple cncept: Determine the stages f the revenue cycle and then determine hw each lead mves thrugh the varius stages. Get input n the number f new leads each marketing prgram will cntribute t the system ver a defined future perid. Mdel hw current and new leads are flwing thrugh the varius stages f the sales cycle ver time. Review the results and use histrical and management judgment t finalize the frecast. 7. Dashbards Dashbards create a visual display f the relevant infrmatin yu need t measure and refine the effectiveness f yur current marketing prgrams in delivering against yur gals. Yu can use either internal r external dashbards t assist yur team and the executive management t make better educated decisins t imprve revenues. Designing a Great Dashbard Yur marketing prgrams and campaigns generate a huge amunt f data. Mst f the data is nt relevant t generating revenues in the rganizatin. As yu design yur dashbard, determine the data that will be mst relevant t the decisin makers.
The main thing t keep in mind is using the right infrmatin graphic fr the data yu have and the insight yu need. Typically, yur dashbard shuld have: Few numbers. Fcus n the select key financial metrics. Speedmeters. These shuld shw prgress versus gals. Line charts that shw trends. Yu can see yur data ver time using line charts. KPI alerts. Use simple arrws t indicate upward, dwnward r flat prgress against key perfrmance indicatrs. Make yur dashbard lk attractive; it can build yur credibility. Yur dashbard shuld guide the team t think and act as catalysts fr effective decisin making. When presenting the dashbard, start by reminding ther members what yu intend t accmplish with yur presentatin. 8. Implementatin The success f yur marketing measurement depends n hw well yu implement it. This means yu need the right peple in place, fllw the right prcess and use the right technlgy. Peple Even with the mst efficient technlgy, yu will nt be able t effectively measure yur marketing if yu d nt have the right peple. Yu need t identify high perfrmers frm within and utside yur cmpany t help yu with implementing yur marketing measurement. The peple shuld have the necessary skills such as analytical prficiency, technical savvy, bias fr experimentatin, and excellent cmmunicatin skills t implement yur measurement. Apart frm this, it may be prudent t create a culture f analytics in the rganizatin t drive yur current business wrkflws. Prcess Yu need t find a way t manage the implementatin prcess in yur rganizatin t ensure the marketing measurement system becmes a success. It is necessary t develp a methdlgical apprach t measurement fr the best results. Start with a grand visin and then take small steps t win the ROI race. Implement smaller strategies as yu prgress t mre rbust strategies. The small victries yu win will help yu remain fcused and increase yur chances f shrt term and lng term ROI measurement success. Technlgy There are many types f technlgy ptins available fr measuring marketing ROI. While Excel spreadsheets can wrk fine, they are nt ideal as slutins fr rganizatins that want t implement rbust analytics. Using autmated sftware will save yu time n cllectin and presentatin f data, allwing yu t fcus n gaining valuable insight int that data and refine yur prgrams fr better results. A gd autmatin
system shuld have fur cmpnents: Central Marketing Database, Time Series Analytics, Pwerful and Easy Analyzers, and Ad Hc Reprting and Dashbards. Mst autmatin prgrams cme with free trials, enabling yu t test the feature and perfrmance f the applicatin befre yu purchase. The sftware yu pt fr shuld make yur marketing ROI measurement easier. Autmatin helps rganizatins t be mre effective in revenue generatin prcesses. CONCLUSION Marketers need t plan fr future success by implementing varius marketing strategies, measuring their effectiveness and refining them fr the best results. T justify marketing budgets, the executive shuld be apprached with financial fcused metrics. The metrics presented t the CEO r CFO shuld be tied t revenue generatin r cmpany grwth. Calculating a culture f measuring analytics is crucial t cntinuus imprvement f different marketing prgrams. As the head marketer f yur rganizatin, yu shuld establish a radmap fr increasing marketing ROI and measurement capabilities ver time. Yur measuring prcess shuld be aligned with the rganizatin s gals and bjectives. Abut Educatin Services Grup While tday s business leaders strive t sustain grwth and ptimize ROI, ngage wrks t help these prfessinals achieve their bjectives thrugh integrated lead generatin and lead qualificatin. Our digital marketing services are designed t help yur brand attract, nurture and cnvert higher quality leads. This cmprehensive apprach bsts prfitability by pumping mre lucrative pprtunities int yur sales pipeline. Want t knw what ngage Marketing Services can d fr yu? Cntact us at 513-338- 8810 r visit us n the web at ngagemarketingservices.cm. Disclaimer: The infrmatin cntained in this dcument is the prprietary and exclusive prperty f ngage marketing Services, a divisin f Educatin Services Grup except as therwise indicated. N part f this dcument, in whle r in part, may be reprduced, stred, transmitted, r used fr design purpses withut the prir written permissin f ngage Marketing Services. The infrmatin in this dcument is prvided fr infrmatinal purpses nly. The infrmatin inside f this dcument is subject t change withut ntice.