As a Marketing executive, you often face the daunting task of presenting reports to the C-suite. It feels like a high-stakes game of chess where you have to prove your value, justify your existence at the company, and demonstrate how your work contributes to the bottom line more than anyone else at the table.
But let’s be honest, sometimes Marketing reporting feels like you’re trying to solve a complex equation with a bunch of unknown variables. You’re tracking a million metrics, creating colorful charts, and probably using more acronyms than a NASA engineer. But are you really getting the important stuff across?
To effectively communicate Marketing ROI to the higher-ups, you need to shift your focus from simply presenting data to providing insights. Focus on the story the data is telling, why it matters, and what actions will result from it.
To help make this easier, here are three questions you should be able to answer about your Marketing reporting before your boss asks.
1. Why am I tracking this metric?
This seems like a no-brainer, but it’s surprising how often Marketers track metrics simply because they can, not because they should. Every metric in your report should tie back to a specific business objective.
For example, instead of just reporting website traffic, explain why website traffic is important. Does it drive leads, increase brand awareness, or support customer engagement? The real icing on the cake would be to show how it contributes to revenue.
Tips to help you answer this question
Align with business goals: Make sure your metrics directly support the company’s business objectives. If a goal is to increase revenue by 20%, metrics should focus on the Marketing activities that contribute to revenue growth. Remember, revenue is not a Marketing goal but influencing it is.
Focus on outcomes, not outputs: Instead of only reporting on activities (e.g., number of blogs published, social media likes and followers, etc.), focus on the outcomes of those activities. A good example would be explaining that you gained 100 new LinkedIn followers with job titles that are in your ideal customer profile.
Tell a story: Use the data to tell a compelling story. Explain the context, what you measured, and why it’s important. Don’t just show a graph–explain what it means.
2. Is this good compared to our industry benchmarks?
Context is key. Data without insights is meaningless. The C-suite doesn’t know if a 5% conversion rate is good or bad, but they do know that good is…well, good. So, you need to provide context by comparing your results to industry benchmarks and historical data.
Tips to give your data some context
Industry benchmarks: Research industry benchmarks to provide a point of comparison. This helps non-Marketers understand how your performance stacks up against competitors and the industry as a whole.
Historical data: Compare your current performance to past performance. This shows trends and demonstrates the impact of your Marketing efforts over time.
Explain variances: If your metrics deviate significantly from benchmarks or historical data, explain why. Provide insights into what drove the change and what actions you’re taking in response. Remember, not every campaign or effort is going to be a homerun, but it’s your job to coach the team on how to win more often.
3. What am I going to do with this information?
The most critical question is one that’s often ignored. Now that everyone knows this information and what it means, what will you do about it? The C-suite wants to know that Marketing reports aren’t just an academic exercise but a tool for driving business decisions.
Tips for making your data actionable
Provide recommendations: Don’t just present data. Provide next steps. Based on your findings, what actions should the company and Marketing team take? Should you increase investment in a successful campaign, adjust your strategy, or allocate resources differently?
Prioritize actions: Not all actions are created equal. Prioritize your recommendations based on potential impact and feasibility.
Create accountability: Define who is responsible for implementing each action and set deadlines and new benchmarks. This ensures that your suggestions will be put into action.
By answering these three questions in your Marketing reports, you’ll give your stakeholders the insights and information they need to make informed decisions. You’ll transform your Marketing reports from a data dump into a strategic tool that drives business growth. But more importantly, you’ll cement Marketing’s seat at the table where business decisions are made.
