Senior executives do not regard marketing results as important when making key decisions, according to a recent Forrester Research report, Marketing Measurement needs an MBA.

According to the marketers surveyed by Forrester, few of their C-suite colleagues refer to marketing data when making strategic calls.

That’s a worrying reality for anyone with the word marketing in their title.

Marketers are failing to inspire executive leadership, according to Forrester.

Only 8% of the surveyed marketers in the report claimed that their CEOs used any marketing numbers when making decisions.

CFOs are taking even less notice, with just 4% using marketing numbers.

Marketers’ peers aren’t much better. Forrester found that only 10% of business unit and divisional leaders rated marketing data as worthy of consideration.

Even Sales isn’t engaged, with only 15% taking note of Marketing’s numbers.

No wonder B2B marketing budgets are typically stuck at around 2% of revenue.

And when you think about it, why should CEOs, CFOs and general managers be interested in disconnected operational data points such as email response rates, brand awareness stats, website traffic and trade show scans?

Unfortunately not enough marketers are both genuinely moving the revenue needle and demonstrating that they are.

Marketing needs to move from vague goals to specific targets driven by hard data:

Get specific with your Marketing goals

Source: June 2013 “Measuring and Communicating Marketing Performance” Forrester ITSMA/VEM webinar.

A strategic marketing executive with extensive experience delivering business results for Ansell Healthcare, Mercedes-Benz, consultancies and organisations in Australia, Asia and Europe. Leading-edge skills built around the fundamental principle that, in an era of rapid product and service commoditization, the customer experience matters and is a key driver of competitive advantage. Fully cognizant of the need to synchronize processes, business technology and people to ensure that brand promises are mirrored by reinforcing brand actions. Thrives in “can do”, values-driven organisations which are committed to consumer-focused innovation and making a difference by thinking strategically but acting pragmatically. An accomplished, collaborative business leader and communicator with excellent interpersonal and public speaking capabilities. Key strengths: • Building influence across the business • Harnessing emerging customer trends • Thriving on market and technology change • Differentiating the brand experience • Optimizing the marketing and media mix • Creating and nurturing high-performance teams and relationships Specialties Assets and transferable skills include leadership, strategy development, project management, technology utilization, business process improvement, performance metrics and public speaking. Email:

Leave a Reply

Your email address will not be published. Required fields are marked *