The Marketing ROI Calculator – The Simple & Proven Formula for Calculating True Marketing Cost, Value and ROI

Put Your Marketing Team & Your Marketers on Notice! Your company will start using this proven formula to measure true marketing ROI !!

Introducing…The Marketing ROI Calculator – The Simple & Proven Formula for Calculating True Marketing Cost, Value and ROI !!

  1. Having trouble figuring out the value of your marketing efforts?

  2. Need a proven formula to calculate true marketing ROI?

  3. Want to continue marketing efforts that work and provide net income and abandon those efforts that are a net loss?

  4. Seeking to implement an improved world-class and six sigma marketing process to increase your marketing effectiveness while decreasing your marketing costs?

If you answered “yes” to any one of these questions, read the rest of this blog that delivers the true marketing ROI formula to help develop measured ROI driven marketing!

{Note: this is just one of many formulas variants I have developed for calculating marketing ROI and the actual one to implement will depend on the type of marketing you are performing}. 
The Marketing ROI Dilemma

The Marketing ROI Dilemma

Before we get into the main marketing ROI formula, I want to point out a relevant quote and sentiment from John Wanamaker who was an American merchant, civic and political figure, considered by some to be a pioneer in advertising and marketing. To that end and related to this topic, John Wanamaker once had a famous quote to illustrate his frustration with the inability to determine if his marketing and advertising spend was truly effective and if it was producing the expected ROI. This famous quote is as follows:

John Wanamaker & His Famous Marketing & Advertising Quote

John Wanamaker & His Famous Marketing & Advertising Quote

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The following blog content is focused on introducing the proven formula, in use by some advanced marketing companies across the US, for calculating marketing and campaign ROI designed to drive sales orders. The marketing ROI formula will be broken down in sections and then by individual fields. We will cover how the formula is used, what internal six-sigma marketing processes need to be put in place to support the population of this formula and how each field is calculated or derived.

Introducing the Tried and True Full Marketing ROI Formula:

Complete Marketing ROI Formula

Complete Marketing ROI Formula

This formula consists of a pre-launch campaign section illustrated in yellow above and a post-launch campaign section for the entry/update of actual campaign post-launch effectiveness and ROI.

Let’s now review each section in detail as follows: Pre-Launch ROI formula section:

Campaign Pre-Launch Marketing ROI Formula

Campaign Pre-Launch Marketing ROI Formula

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The first column of the pre-launch marketing ROI formula (“Campaign Number”) should be a uniquely identifiable campaign number or code being updated from your marketing automation system and the 2nd column (“Campaign Description”) should be the main goal of the marketing campaign (Customer: acquisition, retention, up-sell, cross-sell, branding or awareness, urgent business alert of crisis communication, etc.).

The 3rd column of the pre-launch marketing ROI formula (“Campaign Quantity”) is the campaign quantity being delivered to your customer audience (i.e. number of e-mails being delivered, mail, texts, etc.)

Campaign Quantity

Marketing Campaign Quantity

The 4th column of the pre-launch marketing ROI formula (“Materials and Labor Cost”) is critical to the ROI formula and will likely require a few marketing process changes, as well as IT system changes. A true six-sigma structured process marketing environment will require your company to track all labor hours and materials cost associated with the planning, development and launching of any and all campaigns. This requires that you create a work breakdown structure (WBS) to appropriately track hours and materials associated with each campaign you conduct. By doing this you will finally have the fully loaded cost for each campaign such as creative hours spent, strategy planning time, cost of materials (for direct mail, outsourced text or e-mail, etc.). The cost shown is the per-unit cost to send the campaign or 34 cents for each delivered campaign item.

Marketing Materials & Labor Cost

Marketing Materials & Labor Cost

The 5th column of the pre-launch marketing ROI formula (“Total Mktg. Cost”) is merely the unit cost expanded out to the total cost of the campaign (10,000 x. 34). If your delivered item is a single unit campaign quantity like web landing page, your campaign cost simply becomes the total labor hours used to develop this page and you can skip both columns 3 & 5.

Total Marketing Cost

Total Marketing Cost

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The 6th and last column of the pre-launch marketing ROI formula (“Plan Campaign Dates”) is the expected campaign execution dates that the orders (shown in the post campaign section) will be tracked against this particular campaign.

Planned Campaign Dates

Planned Campaign Dates (that orders will be tracked against)

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Let’s now review the last section of the marketing ROI formula in detail as follows: Post-Launch ROI formula section:

Campaign Post-Launch Formula

Campaign Post-Launch Formula

The first column is the actual campaign dates that the campaign executed in order to compare it to the planned campaign dates

To obtain the 2nd column of the post-launch marketing ROI formula (“# of Orders”) will require your company to develop the process of direct campaign attribution so that when customers order an item based on a campaign, those customers are incented to provide the campaign code (e.g. in exchange for a small discount) they viewed that drove them to order the item. By making this marketing process change, you have a direct way to track which campaigns drove which orders, by how much, etc. Car rental companies are excellent at this since every coupon is tracked with an encoded code such that they know exactly where the coupon was obtained, what campaign it was associated with, etc.

Number of Orders Associated with Campaign

# of Orders

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The 3rd column of the post launch marketing ROI formula (“Actual RR %”) is the redemption rate (RR) or simply the number of orders driven by the campaign, divided by the campaign quantity launched (column 3 of the pre-launch form).

Rate of Return for Campaign

Rate of Return

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The 4th column of the post launch marketing ROI formula (“Avg. Order Sold”) is the average order sold which is populated by your order system and is simply the total value of all orders divided by the number of orders. In this case the total of all orders is equal $2,175 (this becomes the 4th column, “Bookings”) divided by 15 orders = $145 average per order.

Average Order Sold (AOS) $$

Average Order Sold $$

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The 5th column of the post launch marketing ROI formula (“Bookings $$”) is simply the number of orders multiplied by the average $ per order or, in this case, 15 orders x $145 per average order = $2,175.

Bookings $ from Orders

Bookings $ from Orders

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The 6th column of the post launch marketing ROI formula is the Average Cost of Goods Sold (“COGS %”). In this case, the company has calculated that, historically, the cost of an average order is approximately 30% of an orders value. Another way to state this is that average margins are 70% and 30% is the cost to produce an order.

Cost of Goods Sold (Avg.) %

Cost of Goods Sold (Avg.) %

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The 7th column of the post launch marketing ROI formula (“COGS $”) is simply the COGS sold percentage (30%) multiplied by the total bookings $$ value ($2,175 x 30%) = $652.50

Cost of Goods $$

Cost of Goods $$

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The 8th column of the post launch marketing ROI formula (“Contribution $$”) is where we finally calculate the total ROI of the campaign via this simple 2 step process:

  1. Add the cost of the labor to produce the campaign as calculated in column 5 of the pre-launch formula to the cost to produce the orders that the campaign specifically drove.

  2. Subtract the total value of orders from #1 above.

Using the example shown in the full marketing ROI formula above, we first add the pre-launch materials and labor cost of $3,400 to a Cost Of Goods Sold (COGS) cost of $652.50 = ($3,400 + 652.50) = $4,052.50 We then subtract this total campaign cost from total bookings value of $2,175 = -$1,877.50.

Contribution $$

Contribution $$

The 9th and final column of the post launch marketing ROI formula (“Cost Per Order”) is simply the total number of orders divided by column 7 (“Contribution”) to determine how much each order is benefitting or costing the company when produced. In this case it is a contribution of -$1,877.50 divided by 15 = -$125.17.

Cost Per Order

Cost Per Order

Per the last section, it is important to note that, the greater the number of orders, the more likely the cost will go from a negative contribution to a positive. This occurs because you have generated enough bookings $$ to exceed the cost of the overhead associated with the labor cost to develop and launch the campaign.

Break even for this campaign would be to sell at least 34 orders where the contribution finally turns positive of $51 and the cost per order becomes +$1.50. Selling beyond 34 orders becomes pure profit for the campaign and adds to the bottom line contribution.

This sample below shows the equation using break even orders (“# of Orders”) of 34:

Campaign Break Even Example

Campaign Break Even Example

I have helped numerous companies across the US implement, not only the marketing ROI formula/equation, but an entire world class & six-sigma marketing process that accompanies the ROI formula.   Implementing this six-sigma marketing process includes implementing a marketing and campaign work breakdown structure (WBS), campaign tracking codes, a set of governing marketing performance metrics and benchmarks and much more.

Once this six sigma process architecture is in place, companies are able to implement a full closed loop marketing process and enable full marketing ROI and effectiveness tracking for any/all marketing initiatives and programs as well as the associated marketing campaigns. In addition to those benefits, companies experience an increase their marketing process repeat-ability and predictability as well as automation of numerous manual marketing tasks, leading to decreased marketing costs and decreased marketing cycle time.

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The Basic S4 (S**4) Building Blocks to Creating and Implementing an Effective Customer Strategy

4S - Customer Strategy Building Blocks

4S – Customer Strategy Building Blocks

 

The following blog article will succinctly and effectively answer the following questions as related to developing and deploying an effective customer strategy:

  • What are the basic building blocks of an effective customer strategy ecosystem?

  • What is the function of each process in this customer delivery ecosystem?

  • What are the critical questions that must be answered by each function in this ecosystem?

  • How can you develop an effective customer strategy that delivers maximized customer satisfaction simultaneous to maximized profitability?

  • What is the checklist to ensuring your customer strategy and delivery is effective?

The Building Blocks of the Customer Strategy Life Cycle

The Building Blocks of the Customer Strategy Life Cycle

 

Above are the basic building blocks to delivering an effective customer experience.  Each process is designed to work in an ongoing continuous ecosystem (loop) in order to deliver a personalized customer experience that matches the customer’s current and future needs, preferences, etc.

Let’s examine each process and how it supports the overall infrastructure model.

  • Segment – the analogy for the segment process is that the more and differentiated customer knowledge you have, the better you will be able separate customers into unique needs groups in order to deliver a unique experience that they truly value.

  • Separate – Once you have effectively segmented your customers and prospects into unique needs groups, you can then start to separate them in order to deliver differentiated and 1-on-1 treatments that are uniquely valuable to each of those customer segment groups.

  • Satisfy – The next step in the process is to deliver content and programs that deliver value, not only to the needs of the overall segment group, but also delivers value to every customer sub-segment within the overall segment group via program sub-segment delivery structures. This is accomplished by delivering customized 1-to-1 customer programs that effectively leverage the unique customer insights gathered (history, needs, preferences, likes, dislikes, previous pain points, etc.).

  • Stratify – The last step in this foundational process is to develop program that migrate customers from low value segments to ever increasing higher value segments. The goal of this process to increase customer’s overall spend, overall share of wallet with the company and overall loyalty and brand ‘stickiness’ such that migrating to a competitor and defecting becomes increasingly difficult. In addition, the migration of customer to higher value segments should also increase the customer’s brand advocacy ranking such that there is a correlation between higher value customer segments and their likelihood to be more likely brand super-advocates {see blog on this topic titled “Achieving Market Leadership by Effectively Managing Customer Loyalty and Advocacy ” : Achieving Market Leadership by Effectively Managing Customer Loyalty and Advocacy  }

The 4S Customer Capabilities

The 4S Customer Capabilities

 

Critical Questions Answered by Each Process in the Above Customer Delivery Ecosystem:

  • Segment – What specific data elements and insights can we leverage or collect to increase our ability to develop unique customer treatment groups.

  • Separate – Which customer groups does it make sense to develop and deliver differentiated treatment strategies based on profitability models?

  • Satisfy – What are the optimal customer treatment strategies that can simultaneously optimize customer profitability, loyalty, brand advocacy and customer growth objectives?

  • Stratify – How do we deliver a progressive and tiered customer program to differentiate ourselves vs. our competitors and grow our market share?

Summary: You might read many complex articles on what a good customer strategy should be based on, but the above basic foundational building blocks are a simple way to start thinking about your customer ecosystem and what corporate capabilities need to be put in place to deliver effective customer and market success.

Aligning Market Insights & Trends to Customer Strategies & Priorities

Does Your Company Ever Grapple with how to answer the Following Questions related to the market you operate in and your customers?:

  1. What is the size of the potential pool of new customers and which are the best customers to acquire?

  2. Which customers are your most profitable and how do you get other customers to grow and become part of your top ( and most profitable) customer segment group?

  3. What is your current customer share of wallet (SOW) as compared to your competitors and what does driving small incremental increases in your customer SOW do to your overall revenue?

  4. What are the shifting attitudinal and behavior patterns of your customer market and how do you develop a strategy that ‘gets in front of’ these trends?

  5. What are the shifting customer demographics of your marketplace as well as the underlying shift in spending habits

  6. What are the changes in customer preferred marketing channels as well as trends that might impact customer loyalty strategy

Market Insights and Trends Drive Customer Strategy, Programs

Market Insights and Trends Drive Customer Strategy, Programs

 

The above charts illustrate why it is critically important to have clear and accurate insights into your new customer market potential/pool as well as the current customer base and their share of wallet.

The chart above (left side) details the trends for new customers by segment as compared to current customers.

The chart above (right side) illustrates which customers drive the current percentage of revenue in order to understand how customer priorities and strategy should be defined.

Critical Insights: Top Customer, Top Profitable Customers and Customer Share of Wallet vs. Competitors

Critical Insights: Top Customer, Top Profitable Customers and Customer Share of Wallet vs. Competitors

Market Spend Insights Can Be Transformational in term of goal setting

The above graphic illustrates how share of wallet changes drive bottom line revenue as well as converting customers into more loyal top customers.

Customer Attitudinal Trends Insights Are Critical to Customer Strategy

Customer Attitudinal Trends Insights Are Critical to Customer Strategy

Understanding your market & customer behavior insights is crucial to your company’s survival

The above graphic demonstrates a deep understanding in the shifting attitudinal and behavior patterns of the customer market

Customer Market Buying Power Insights are Crucial For Developing a Coherent Customer Strategy

Customer Market Buying Power Insights are Crucial For Developing a Coherent Customer Strategy

The above chart illustrates a company capability to understand shifting demographics as well as the underlining shift in spending habits per demographic group

Understanding Key Customer Behavior & Preferences is a Customer Strategy Imperrative

Understanding Key Customer Behavior & Preferences is a Customer Strategy Imperrative

The above chart illustrates a company capability to understand the changes in marketing channels as well as trends that might impact customer loyalty strategy

Customer Strategy: An Alignment of All Customer & Market Insights to Maximize Market Dominance & Profitability

Customer Strategy: An Alignment of All Customer & Market Insights to Maximize Market Dominance & Profitability

Once Customer and Market Insights are fully embraced, an Effective Customer Strategy can be developed that includes optimizing market channel selection, as well as contact and loyalty strategy program components

Blog Summary: In order to achieve the above insights, your company must develop and deploy the following strategic capabilities and delivery programs:

  1. Market sizing & trend insights

  2. Customer revenue and profitability insights analysis

  3. Customer share of wallet and competitor spend insights delivery capability

  4. Market trend & consumer attitudinal and behavior change longitudinal analysis

  5. 360° customer needs and preference cultivation that enables a personalized customer experience strategy and delivery (i.e. preference portal customer selection of preferred channels, content types, offer types, frequency of content delivery by content type.)

Below is a list of companies where I have helped develop these programs and are considered world-class in these practices:

  • Johnson & Johnson

  • Capital One

  • Amazon

  • American Express

  • Kelloggs

Win a Customer for Life by Employing the 5 R’s of Customer Loyalty

 

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The 5 “R’s” of Customer Loyalty

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Ensure Your Company is 5 “R” Customer Compliant

Following the 5 R’s of Customer Loyalty Will Enable Your Company to Attract and Keep Customers for Life

 

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Ensure Your Company is Customer R-Reliable

 

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Top Steps to Ensuring Your Company is R-Reliable

The First “R” of Customer Loyalty Is Setting High Quality Customer Standards (External) and Goals (Internal) and then Delivering on that Customer Promise for Each and Every Customer Interaction as well as the overall & long-term customer relationship

 

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Example of How a Company Demonstrates Customer R-Reliability

 

 

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Example of How a Company Demonstrates Customer R-Reliability (continued)

 

 

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Ensure Your Company is Customer R-Responsive

 

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Top Steps for Your Company to Become Customer R-Responsive

 

The 2nd “R” of Customer Loyalty Is Ensuring That Customer’s Expectations Are Met: Needs, Concerns, Quality, Cycle Time Expectations, etc.

 

Example of How a Company Demonstrates Customer R-Responsiveness

Example of How a Company Demonstrates Customer R-Responsiveness

 

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Example of How a Company Demonstrates Customer R-Responsiveness (continued)

 

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Ensure Your Company is Customer R-Recognizable

 

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Top Steps for Your Company to Become Customer R-Recognizable

The 3rd “R” of Customer Loyalty Is Ensuring That Your Brand and Company has Distinctive and Positive Characteristics such that it drives positive emotions (driving repeat business, customer referrals, word-of-mouth adverting, etc. 

 

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Example of How a Company Becomes Customer R-Recognizable

 

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Example of How a Company Becomes Customer R-Recognizable (continued)

 

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Ensure Your Company is R-Relationship Oriented

 

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Top Steps for Your Company to Become Customer R-Relationship Oriented

The 4th “R” of Customer Loyalty Is Ensuring That Your Brand and Company develops a high quality and mutually beneficial relationship with your customers based on mutual respect, customer insights, an ongoing and open dialogue and a model that encourages a partnership between your brand & company and your customers 

 

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Example of How a Company Demonstrates That It Is Customer R-Relationship Oriented

 

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Example of How a Company Demonstrates That It Is Customer R-Relationship Oriented (continued)

 

 

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Ensure Your Company is Customer R-Rewarding

 

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Top Steps for Your Company to Become Customer R-Rewarding

The 5th “R” of Customer Loyalty Is Ensuring That Your Brand and Company rewards mutually beneficial customer behavior (greater share of wallet, spend, brand partnership activities, etc.) such that it drives further and longer-term customer loyalty.

 

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Example of How a Company Demonstrates Customer R-Rewarding

 

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Example of How a Company Demonstrates Customer R-Rewarding (continued)

 

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Is Your Company Ready to Take the 5 “R” Pledge?

SUMMARY: If you take the pledge above to adhere to the 5 R’s of customer loyalty, you will enhance your ability to attract and retain customers for life. Key to this is developing the capabilities to be best in class for each “R” and ensuring that you are (cost effectively) maintaining a major qualitative advantage in each customer R vs. your competitors.

The Top 3 Myths (vs. Reality) Associated with Customer Loyalty and Customer Loyalty Programs

Customer Loyalty Myths vs. Reality

                                 Customer Loyalty Myths vs. Reality

The Top 3 Myths Related to Customer Loyalty & Customer Loyalty Programs

The Harsh Reality About Customer Loyalty

                          The Harsh Reality About Customer Loyalty

Achieving High Degrees of Customer Loyalty is Even More Elusive Than Ever

The Harsh Reality About Customer Loyalty - Continued

                          The Harsh Reality About Customer Loyalty – Continued

 

Customer Loyalty is Declining Across the Board for Many Industries

Revealed: Root Causes for Customer Defection

                             Revealed: Root Causes for Customer Defection

 

Why Customers are Defecting to Other, Competitor Companies

Customers Feedback on the Major Factors that Drive Their Continued Loyalty

           Customers Feedback on the Major Factors that Drive Their Continued Loyalty

What Factors Drive Customer Loyalty The Most

 

Myth #1: Understanding Customer Satisfaction is Enough to Predict Loyalty

 

Customer Satisfaction is Only One Insight in Determining both Short-Term and Long-Term Customer Loyalty

Customer Satisfaction is Only One Insight in Determining both Short-Term and Long-Term Customer Loyalty

Holistic Insights You Must Have to Drive Effective Customer Loyalty Programs – Part 1

Customer Satisfaction is Only One Insight in Determining both Short-Term and Long-Term Customer Loyalty - continued

Customer Satisfaction is Only One Insight in Determining both Short-Term and Long-Term Customer Loyalty – continued

Holistic Insights You Must Have to Drive Effective Customer Loyalty Programs – Part 2

 

360° Loyalty Insights Enable High Degrees of Loyalty

                           360° Loyalty Insights Enable High Degrees of Loyalty

Effective Customer Loyalty Programs Are Highly Tailored Based on Multi-Dimensional Customer Loyalty Insights Shown Above

 

Customer Loyalty Management is Multi-Dimensional

Customer Loyalty Management is Multi-Dimensional

Effective Customer Loyalty Programs are Multi-Dimensional in Their Approach and Focus on Many Program Objectives

Customer Loyalty Management is Multi-Dimensional

 

Customer Loyalty is Established & Maintained by Nearly Every Department within the Company

Customer Loyalty is Established & Maintained by Nearly Every Department within the Company

Customer Loyalty is Everyone’s Responsibility within the Company

The end

 

Marketing Master Calendar Development Best Practices

How to Supercharge your Marketing Operational Effectiveness

Integrated Marketing Planning Calendar

Integrated Marketing Planning Calendar

Having developed numerous marketing master calendars for Fortune clients world-wide, here are top 10 lessons learned & best practices for developing a marketing planning master calendar:

1) All involved marketing & supporting departments must have input into the development of, and be fully represented on the master marketing calendar.

2) All the departments represented on the calendar in must understand their responsibilities, deliverables, due dates, inter-dependencies with other departments as well as the metrics that they are being held accountable for in each step in the process.

3) Process Service Level Agreements (SLA’s) shall be in place for each process handoff such that the overall calendar timeline retains tactical delivery integrity.

4) The calendar must be chronologically intuitive (flow left to right for each sequential major marketing event).

5) Process details must be developed for each major milestone represented on the marketing calendar.

6) A process step owner must be identified for each process step with clear articulation of their responsibilities.

7) Calendar post-event reviews must capture marketing event & campaign lessons learned, planned vs. actual metrics, customer feedback, etc.

8) An actively managed marketing best practices knowledge base must be maintained to capture & propagate captured calendar relevant & other best practices & lessons learned to all stakeholders.

9) Marketing executive sponsors & steering committee members must play a role in the development & execution of the master marketing calendar.

10) Periodic calendar process reviews must be conducted to ensure the calendar & critical processes on the calendar are as efficient & effective as possible.

The following are Master marketing calendar and planning best practices examples that I developed for several Fortune 500 clients as represented by this one (of several examples):

 Integrated Marketing Planning Calendar

Integrated Marketing Planning Calendar

A Best Practice Master Marketing Calendar Represents All Major Events, The Critical Timeline and Major Calendar Development Participants and Stakeholders

 

Assessment of Current Marketing Capabilities

             Assessment of Current Marketing Capabilities

A Very Honest Assessment of the Current State Marketing Capability along with Gaps and Development Needs is Critical for Future Process Improvements

Integrated Marketing Planning Solution

               Integrated Marketing Planning Solution

A Future-State Solution Vision Must Be Established in Order to Achieve Future State Capabilities

Marketing Business Outcomes Meeting Summary

        Marketing Business Outcomes Meeting Summary

For Each Meeting on The Marketing Master Calendar, Critical Outcomes must be determined for each Calendar Development Meeting Along with Identification of the Meeting Key Owner

Marketing Master Calendar Development Stakeholder Responsibilities

Every Stakeholder and Responsible Leader Must Be Represented on Marketing Master Calendar Development Meeting Master List

Marketing Planning Event Cadence Map

                  Marketing Planning Event Cadence Map

Clearly Defined Responsibilities and Outputs Must Be Defined for Each Marketing Calendar Channel

Marketing Roles & Accountability

                       Marketing Roles & Accountability

Clearly Defined Accountability Must Be Defined for Marketing Calendar Development

Marketing Roles & Accountability for Each Functional Area

Marketing Roles & Accountability for Each Functional Area

Clearly Defined Accountability Must Be Defined for Marketing Calendar Development

Clearly Defined Accountability Must Be Defined for Each Functional Area

Clearly Defined Accountability Must Be Defined for Each Functional Area

Clearly Defined Accountability Must Be Defined for Each Functional Area (left Blue Boxes) in the Marketing Calendar Development Process

Marketing Critical Success Factors

                Marketing Critical Success Factors

Critical Success Factors Must Be Identified in the Master Marketing Calendar Development Process

Marketing Meeting Summary & Next Steps

         Marketing Meeting Summary & Next Steps

Summary Actions & Next Steps Must Be Identified in the Master Marketing Calendar Development Process

How to Understand the “Market” in Marketing & How It Is Critical to Your Company’s Long-Term Success

Market Analysis Best Practices

                             Market Analysis Best Practice

 

 

 

 

 

 

 

 

 

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Effective marketing must include leveraging an array of holistic market insights

 

Market Assessment Components

                                Market Assessment Components

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Effective marketing leverages multi-dimensional market insights: Challenges, competition, customers, growth & trends, size/capacity, etc.

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The following is an array of insights that I created for a client who represents one of the top luxury resort companies in the world. These insights were designed to accomplish the following:

  • Develop Financial and market Insights to Increase revenue while decreasing costs

  • Increase standing in the marketplace relative to the competition

  • Help understand the market dynamics of the target market

  • Assist in identifying root causes for customer purchases, repeat purchases and the opportunity they have to boost customer loyalty

  • Improve the effectiveness of current marketing efforts by more effectively leveraging market insights

  • Develop a 5-year transformation plan to enable new capabilities that allow them to fulfill their future vision state

     

Best Practice Market Trend Analysis

                          Best Practice Market Trend Analysis

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Effective market analysis must include insights into market trends: Growth, Capacity and Expansion

 

Market Capacity Analysis

                                Market Capacity Analysis

Best Practice Market Capacity/Growth Analysis & Insights

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Best Practice Market Supply & Demand Analysis

                Best Practice Market Supply & Demand Analysis

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World-Class Market Supply & Demand Analysis including Market Trend Analysis

 

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Market & Competitor Price Analysis - Comparison

          Market & Competitor Price Analysis – Comparison

Market Competitive Pricing Analysis

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Competitive Pricing Analysis

                             Competitive Pricing Analysis

Market & Brand Competitive Pricing Analysis

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Brand Pricing Consistency Analysis

                             Brand Pricing Consistency Analysis

Company Net Daily Revenue Analysis

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Target Market Sizing Analysis

                                    Target Market Sizing Analysis

Market Profiling, Sizing & Penetration Analysis Example

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Market & Marketing Loyalty Analysis

                           Market & Marketing Loyalty Analysis

Market & Brand Loyalty Analysis: Likelihood to Purchase Again, Loyalty Opportunity

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Best Practice Marketing Effectiveness Analysis

              Best Practice Marketing Effectiveness Analysis

Marketing Mix Analysis & Marketing Campaign Effectiveness Analysis

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Return On Invested Capital (ROIC) Analysis

                   Return On Invested Capital (ROIC) Analysis

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Return on Invested Capital Analysis (ROIC): Spread Growth, Competition’s Return on Invested Capital, etc.

Cost of Goods Sold (COGS) Competitive Analysis

              Cost of Goods Sold (COGS) Competitive Analysis

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Company & Competitive Margin, Cost of Goods Sold and Selling General & Administrative (SG&A) Analysis

Cost of Goods Sold (COGS) Trend Analysis

                  Cost of Goods Sold (COGS) Trend Analysis

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Selling General & Administrative (SG&A) Projection & Trend Analysis

 

Revenue Target Analysis

                                Revenue Target Analysis

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Historical Revenue Analysis: Budget vs. Actual

Earnings Before Interest & Taxes (EBIT) Analysis

              Earnings Before Interest & Taxes (EBIT) Analysis

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Earnings Before Interest & Taxes (EBIT) Target & Margin Analysis

EBIT Scenario Projection Analysis

                        EBIT Scenario Projection Analysis

Market Strategy & EBIT Analysis

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Best Practice Transformation Plans

                       Best Practice Transformation Plans

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Best Practice Transformation Plans: Balances Capability Development with Corporate Vision & Reality

 

World-Class Transformation Plan Inputs

                   World-Class Transformation Plan Inputs

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A Best Practice Transformation Plan Includes a Multitude of Holistic Inputs

 

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