When pitching new marketing initiatives, supplement ROI projections with research demonstrating a clear audience need for the content. Framing the project as a valuable service to the customer, rather than just another marketing tactic, is a more powerful way to gain internal support.
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To convince leadership to adopt low-production content, go beyond performance metrics. Frame the argument around business efficiency: highlight the drastically lower budget and the ability to be more timely by reducing production time from months to days. This combination is more compelling than engagement data alone.
For content without direct attribution, prove its value by systematically collecting qualitative feedback. Create a 'Trophy Room'—a document with screenshots of positive social media comments, Gong call mentions, and Slack messages—to tell a compelling story of impact beyond hard metrics.
Instead of pitching the abstract value of 'delight,' connect it to concrete business objectives. By asking a founder, 'Are users proud enough to recommend our product?' the focus shifted from a vague concept to a clear driver of word-of-mouth growth, making it easier to get buy-in.
MasterCard's CMO advises embedding a finance professional on the marketing team who can present ROI data to leadership. Because the message comes from a non-marketer, it carries more weight and credibility with the CFO and board. This tactic acknowledges that who delivers the message is as important as the message itself.
Don't just solve the problem a customer tells you about. Research their public strategic objectives for the year and identify where they are failing. Frame your solution as the critical tool to close that specific, high-level performance gap, creating urgency and executive buy-in.
Securing executive buy-in is its own sales stage, distinct from champion agreement. Don't just repeat the demo for the boss. Use executive-level tactics like reference calls with their peers, exec-to-exec meetings to build relationships, or roadmap presentations to sell the long-term vision and partnership.
Repositioning Marketing Mix Modeling (MMM) from a purely financial ROI calculation to a measure of consumer response and brand health can secure broader organizational buy-in, especially from brand-focused teams.
Creating products customers love is only half the battle. Product leaders must also demonstrate and clearly communicate the product's business impact. This ability to speak to financial outcomes is crucial for getting project approval and necessary budget.
Position marketing as the engine for future quarters' growth, while sales focuses on closing current-quarter deals. This reframes marketing's long-term investments (like brand building) as essential for sustainable revenue, justifying budgets that don't show immediate, direct ROI to a CFO.
To get leadership buy-in for a new media project, use a two-step pitch. First, show a best-in-class example from another company to paint a clear vision of the desired outcome. Second, explicitly anchor your project to a core strategic narrative or go-to-market message for that quarter.