Get complete visibility and actionable insights with best-in-class Enterprise Marketing ROI reporting. Improve the effectiveness and efficiency of marketing's contribution to the business.
Winsper offers clients Enterprise Marketing ROI, the only model of its kind. Measuring over 50 KPIs across the organization, Enterprise Marketing ROI can provide C-level executives visibility across three major interdependent reporting categories:
Business ROI — Prove marketing's specific revenue contribution to the financials.
Customer ROI — Understand more about your customer acquisition, retention, and buying behavior.
Marketing ROI — Measure your Return on Marketing Investment (ROMI) so that you can make more informed decisions for applying program dollars.
For this global technology firm, it was discovered that marketing's investment directly influenced over $300M of revenue within a 12-month period and $600M of pipeline value.
The ROMI reporting revealed that marketing's investment had a 1:69.5 impact on marketing-influenced billings. Additionally, it had a 1:22 for direct revenue conversion.
The reporting detailed how certain investments in underperforming marketing channels were the root cause for a greater cost-per-customer opportunity 10X greater than industry benchmark.
It was also determined that the ideal media-mix during the nurturing process needed at least three cross-channels to the same customer – a finding that resulted in the highest yield for closing the business. For 90% of all new accounts won, there was an average of 127 responses, from an average of 41 unique individuals required during the nurturing process to close the sale.
Customer data collected over 10 years revealed that our client's core Baby Boomer customer base was aging at a rate 15% greater than the general U.S. population. This meant a loss of market share and a missed $200M+ of revenue opportunity, as a result of not acquiring younger customers to sustain long-term growth.
We determined the proper buyer's path-to-purchase lifecycle by demographic, behavioral and attitudinal data, and the order of products purchased within the portfolio. This resulted in understanding customer profitability, and lifetime value. By benchmarking peer distributors and respective retail dealers, it became evident which products in which regions were required to inform the supply chain.
Based on the data, a new direction was established for program dollars and timing of offers to the right customer segments within the path-to-purchase lifecycle.
The company was losing annuity sales opportunities within the base due to lack of visibility into prior purchase behavior. It was discovered that the attrition rate was growing at a startling rate of $17M every year, putting unnecessary pressure to improve the pipeline $104M to close new customers at a greater sales cost versus balancing its efforts to close best customer opportunities.
The company was wasting 50% of its marketing dollars to lapsed customers who had less than 2% propensity of buying again from the company.
80% of the revenue was being sourced to 20% of the base, yet marketing was spending its dollars across all customers as if they provided equal value creation for the business.
By mapping out customer lifecycles, the company was able to properly focus its sales and marketing investment on those valuable customers within the "hot" period of purchase propensity of 98% conversion.
The company was consistently losing share every day but couldn't find the root cause. By reporting across data sources across finance, sales, and marketing, it realized that 80% of its field sales force was improperly structured in the territories; that marketing was wasting over 60% of its dollars; and there was no line of sight between sales and marketing investment spend to actual revenue realization.
With national territory coverage, the Customer ROI reporting identified that 80% of all past revenue was generated from four tier-one states; and 15% were from tier-two states. The CEO made immediate adjustments to re-align the sales force that saved over a $1M in SGN&A costs. By the end of 12 months, the deals-seen to deals-closed increased by 44% resulting in 15% more revenue year over year.
A new process—implemented across marketing automation, sales force automation and finance reporting—allowed for 100% complete view from inquiry source, to marketing qualified leads, to sales pipeline, to sales conversion.