The Secret Ingredient to Marketing Measurement: Culture
We see it all the time.
Growing accountability drives senior marketers’ search for tooling to prove marketing effectiveness. They enlist an analytics partner and introduce a marketing measurement platform promising a single source of truth that breaks down data silos, provides fast, scalable insights, and will increase marketing ROI – sounds great, right? But let’s be honest, if you put a Ferrari engine in a Fiat, you’ll still be driving a Fiat (not implying the senior marketer is running the Fiat of marketing organizations). The point is: implementing a marketing measurement platform won’t magically send your KPIs through the roof.
Doing marketing measurement right means breaking down team silos, not just data silos. It means identifying key stakeholders in the marketing team, making sure they understand the analytics, albeit at a practical level. It means adopting a more agile manner of work and encouraging experimental learning. Only the right culture can make marketing measurement a success.
Break Down Silos
A remnant of how marketing used to be done is the lack of discussion and collaboration between different teams in the marketing organization. Silos are sustained by differences in traditional and digital processes, success measured by various metrics that are not broadly used and separate data systems. Outside of the marketing organization, the CFO doesn’t recognize or trust the marketing metrics. These factors make cross-functional collaboration difficult.
Several of our clients stimulate cross-functional collaboration by setting up interdisciplinary teams including the channel marketers for on- and offline channels, media managers and branding specialists, for example. Another client works with channel teams but removed data from their responsibility. A separate team is responsible for all analytics and attribution data, and the marketing specialists use it to make decisions. This way, they took the politics out of reporting metrics, and there is clarity and transparency across the entire organization regarding KPIs.
Identify Key Stakeholders Early On
Using the new marketing measurement solution, you’ll need to question existing data models and KPIs. Sometimes the insights contradict team members’ expectations or gut feeling. Sometimes they require a break with how it’s always been done. Consequently, not everyone may be happy with them. It’s therefore important to involve all key stakeholders early on. Identify which people you need on board, including your media agency. Then make sure they understand the benefits of the solution and why the metrics they are looking at might differ. Finally, align on the business objective and goals together, and make sure everyone keeps an open mind.
At one of our telecom clients, Tele2, the need for better marketing measurement originated within the online department. They understood, however, that they would need to involve the entire organization if they wanted to be successful. Early on in their search for an analytics partner, they involved the offline marketing and finance departments, as well as the managing director.
Agile Decision & Steering Structures
Once you have a marketing measurement solution in place, you’ll need to build a decision and steering structure around it. It is important to encourage experimental learning and align this with internal decision-making and spending processes. As a result, you can take the step from insights to action. Integrating learnings into the marketing planning process subsequently establishes a culture that continuously works to improve results.
Some key decision moments to support with analytics are:
- Annual, semi-annual or quarterly strategic plans
- Monthly cross-functional steering sessions
- Weekly media plans
- Before, during and after campaigns
- Ad hoc analyses
So, an open-minded, collaborative, agile and experimental culture helps make marketing measurement successful.