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Five KPIs to live by

Many organizations struggle to measure performance in their marketing. The availability of increasingly sophisticated tools allows us to generate actual, measurable results in marketing spend as opposed to merely relying on art and luck.

Many organizations struggle to measure marketing performance. The availability of increasingly sophisticated tools allows us to generate actual, measurable results in marketing spend as opposed to merely relying on art and luck.

Recently I was asked to provide a list of what I thought the most important Key Performance Indicators (KPI) were for a B2B enterprise marketing organization. Your company’s KPI will be unique to your business to some extent, but there are some broad indicators of how well your marketing performs. The question of KPIs is actually a very long answer, and there are many important factors. In no particular order, here are a few off the top of my head:

Engagement

The quality of the content we put out to the world should result in high engagement. Engagement by leads and customers in conversations across different channels helps determine marketing efficiency as we measure and optimize.

Lead lifecycle efficiency

The quality of leads entering the top of the funnel helps determine the likelihood of completed sales. If we stuff a funnel full of names, but those names don’t match the customer profile, we’re wasting our time and theirs, and wasting marketing spend.

Trust between sales and marketing

Related to lifecycle efficiency, this is a little less tangible than the others, but is no less critical. If excellent accord exists between the teams, then marketing efforts are more efficient. This means that sales and marketing must work together to define “ideal” customer profiles and behaviors so that MQLs (marketing qualified leads) really are.

Retention

After sales, our ability to delight customers enough to keep them is critical. Many companies leave revenue on the table by neglecting their existing customer base.

Cost per lead acquisition, cost per completed sale

Marketing programs are costly. All of the above factors and many others should contribute to efficient cost per lead. Some channels are considerably more expensive per lead than others, but the goal of most channels should be better than break-even cost-to-realized-revenue, or at the very least, significant influence on lead acquisition.

By Rebekkah Hilgraves

*RadHaus Solutions*: ActiveCampaign Certified Consultant. Marketo Certified Expert. Solutions Architect. Marketing automation implementation, integration, best practices, governance. Marketing automation, with a heavy dose of nerd. http://radhaus.solutions

*RadHaus Studio*: Broadcast and recording engineer, media production manager, cable monkey, marketing dork, project manager, chief cook and bottle-washer. http://radhaus.studio

A seasoned trainer, marketer, web producer and front-end developer, solutions architect, writer, consultant, broadcaster, recording engineer, and public speaker, I've worked in eLearning, Instructional Design, CMS, Marketing Automation and CRM (especially Marketo, ActiveCampaign, and SimplyCast), content delivery and management, taxonomy, SEO, media production and technical support. I bring a unique blend of experience and expertise.

Through RadHaus (formerly SheTech and Company), and in partnership with ELK // Obscura Media, and Prove digital marketing agencies, I have supported enterprise clients in marketing automation implementation and operations, digital marketing and data strategies. I help design and operationalize custom integrated marketing programs for businesses, working with audience/user group segmentation, SEO, web analytics, design and UX best practices, multimedia, social media and other strategic web design and delivery mechanisms. I also do hands-on media production and arts marketing, allowing me to remain involved in the arts.

As part of Marketo's education team, I managed the production and publication of eLearning modules, and was a key member of the LMS implementation and certification development teams.

A consultant on the Web Operations team for OppenheimerFunds in New York, I offered technical, production, and strategy support on a major web site redesign project.

As Managing Editor for an online news magazine published by NetQoS, I supervised and managed the migration of the site from a legacy content management system to a .NET-based commercial system. I maintained the site and the content, updating the magazine with new content from industry analysts and technical experts on a weekly basis.

My earliest foray into both technology and training was as a software trainer for logistics company Cheetah Software Systems, helping create an implementation and training practice standard for the company, and building their user documentation.