Once you've translated your organizational goals (from your strategic planning session) into marketing goals , it’s time to start formulating the supporting metrics.
Now, while tactical metrics like social media, response rates or events aren't included on the example below, they can be added in the same manner. We’re initially looking at the broader picture here.
To clarify, what you measure will vary dramatically by organization, so the example includes some common examples. It's important to understand the meaning of each metric assigned here:
- Income to Compensation: Management tool regarding the utilization of personnel resources to the amount of projected work.
- Net Monthly Members/Donors/Clients: Ensures diversity of the member/donor/client pool and provides trends to find efficiencies.
- Avg. Gross Revenue Per Member/Donor/Client: Provides the data and trends to determine what fits within our operational model & profitability.
- Lead to Conversion %: Identifies the percentage trend of those who show interest to conversion.
- Gross "SERVICE" Revenue: Identifies the trends of where our business and our clients are utilizing marketing services and allows us to manage operational change
Now, while I don’t want to recommend that you "sandbag", if you’re just starting to incorporate these types of metrics, baby steps are critical to manage expectation and better ensure they are showing overall improvement. Also, quarterly bumps might be recommended so you only tick up the budget for the first month of each quarter then leave the other two months flat. This gives you more breathing room and flexibility, which I’m sure we can all use more of.
Keep in mind that there are ebbs and flows to everything, especially data, so it helpful to communicate this up front AND each month as you start reporting progress. This will make it easier to manage overall expectations.