Alt_Hero3

Seven Steps To Implementing A Marketing Balanced Scorecard

by Mike Johnson

0

Introduction

Big data, small data, brand awareness, margin, fill rate, customer satisfaction, net promoter, marketing ROI, churn, brand relevance, CTC, conversion, revenue, cycle time, new product sales mix, snapshot view, trended views…the list goes on and on. The pervasiveness of information and data leaves no shortage of metrics for marketing leaders to pay attention to. But how do you know which measure truly drives marketing performance and aligns to overall business goals? What data sources are ideal? Which views are most impactful and actionable? These are questions many marketing organizations and departments struggle with. They are also questions that can be addressed with a well thought out and carefully implemented Balanced Scorecard.

0

Balanced Scorecard: What Is It?

In short, a balanced scorecard is a summarized collection of measures (KPIs or metrics) that state how a department, function or organization is performing relative to targets and strategic goals. You may be thinking that this nothing more than a dashboard; but that’s not exactly right. The core difference between a well designed balanced scorecard and a traditional Dashboard is that a balanced scorecard holistically aligns measures and targets to strategic goals (sometimes cross-functionally). This additional step is what truly empowers marketing leaders to ensure all vested stakeholders are aligned to their function’s performance. Rarely are critical marketing metrics such as customer satisfaction, marketing ROI or brand relevance solely driven by the marketing function alone. Customer service, sales, product management, supply chain and many other areas within a business have direct influence over these metrics. Thus in order to manage these drivers to marketing performance, one must first measure them. To ensure a holistic assessment of the organization, balanced scorecards usually include measures in the following four areas:

Customer: How are we performing in the eyes of our customers?

  • Market share, customer satisfaction, brand measures etc.

Financial: How are we improving top and/or bottom line profit performance?

  • Profit margin, revenue etc.

Process: How effective are we at getting things done quickly and efficiently?

  • Cycle time, fill rate, marketing ROI etc.

Learning/Growth: How are we positioning ourselves to get better?

  • Professional development hours, innovation pipeline, training hours etc.
0

Implementing A Balanced Scorecard

Step 1: Identify The Need

The following “red flags” indicate that your marketing organization would benefit from a well-designed balanced scorecard.

  • Information/data/KPI overload or under load
  • No alignment across the department on most important/critical KPI/measures
  • Similar metrics based on multiple data sources cause confusion
  • Misalignment around current performance of department or organization
  • Uncertainty around how measures or activities connect with overall strategic goals

Form a cross-functional project team that will own the development and implementation of the balanced scorecard, start to finish. The implementation of a balanced scorecard is a highly valuable and involved process and should be treated with careful consideration and commitment. Ensure that this team has a healthy balance of both analytical, and big-picture oriented members. Once complete, the balanced scorecard will drive many critical tactical and strategic decisions.

Step 2: Define The Scope And Audience

Once you’ve identified the need for a balanced scorecard, you must define the scope and audience of it. Since the ultimate objective of a balanced scorecard is to provide a concise measurement of performance in critical areas, it is important to clearly define the boundaries of the scorecard. Ideally, it would be developed from the top down with each level of the organization’s strategic goals and measures aligning to those a level above. However, it is not uncommon for balanced scorecards to be developed in functional silos. Either way, the important questions to answer in this step are:

  • Who am I creating this balanced scorecard for in terms of the doers within the department/organization?
  • Who am I creating this balanced scorecard for in terms of the leaders within this department/organization?
  • Does this department/organization have clearly defined strategic goals to align to?
  • How often should this be created or does it need to be in real time?

The answers to these questions will help identify the boundaries of the balanced scorecard.

Step 3: Identify Activities and Drivers Most Critical to Success

In this step, it’s important to reference the strategic plan for the organization and the functional department. You want to ground the team on the strategic goals and dependent activities and drivers. This facilitates the process and discussion of identifying which marketing activities and initiatives will have the most impact on reaching stated goals. This naturally leads to discussion of how these initiatives should be measured to ensure success.

The resulting critical activities and drivers will vary by team and company. For example, the drivers to success for a brand-oriented marketing team will likely span across multiple functions such as customer service or supply chain compared to a digital marketing team. Furthermore, varying corporate strategies (i.e. product, service or operations driven) will further influence success drivers. The bulk of the value within this step is in the alignment around what activities and drivers will be most critical to success within each organization. This output is essential to the development of the balanced scorecard.

Step 4: Assess the Available Data/Information and Gaps

With a list of key activities, initiatives and drivers to success from Step 3, you’re now equipped to audit sources of data that can be used to construct metrics to measure them. Typically, a balanced scorecard consists of data derived from both internal and external sources. Examples may be sales transactional data from POS systems or on-going customer research studies. Assess the available data sources that enable you to measure the success of each identified key activity and initiative while documenting gaps.

Step 5: Prioritize the Metrics

Perhaps the toughest of the steps, the team will have to determine prioritization. The underlying criteria for determining the final list of measures and targets should always be based on which have a direct impact on the success for the stated goals. It is important to remember in this step that the balanced scorecard is not meant to replace deep analysis. On the contrary, it is designed to more quickly identify where deeper analysis is needed to better understand what may be driving a metric up or down.

Additionally, where there are data gaps, the team must assess the importance of these potential measures to decide how/if certain data gaps should be filled.

Step 6: Develop and Pilot the Format

Once the final goals, measures and targets are identified along with their corresponding data sources, the team is ready to develop and pilot the balanced scorecard. The format and tools may vary. Everything from ERP reporting tools, proprietary balanced scorecard software or a simple Excel spreadsheet with conditional format may be used. Of course, the ultimate goal should be automation. However, a manual format in the pilot stage may be ideal for iteration. During this phase, the goal is to embed the tool into existing processes and get all team members accustomed to using the tool and its insights. A typical pilot phase may last 2-3 cycles (depending on how frequent the tool is created).

Step 7: Refinement

Balanced scorecards can get held up in beta stage. As use within an organization progresses and strategies and goals change, balanced scorecards should be iterated and adjusted. Ideally, and once embedded into the organization, leadership may opt to attempt to fully automate the creation of the balanced scorecard tool or implement more broadly.

0

Summary

By most accounts, the level of complexity most have to manage in their day to day business operations is increasing. In this growing world of complexity, few tools are as effective at aligning organizations to a core set of measures that clearly link the performance of marketing initiatives and activities to overall strategic goals in a concise manner like a balanced scorecard. To learn more about implementing a balanced scorecard within your team or organization, please contact CMG Partners.

Read more

Contact Us

Let's talk about how we can accelerate your ability to create value. We're here to help. Get in touch with us today!