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Priya Gill
Vice President, Product Marketing at Momentive (SurveyMonkey) March 8

There are multiple key metrics I look at to see how our industry programs are performing and positively influencing the right outcomes, sliced by industry:

  • Company-level metrics: growth, profitability and retention
  • Marketing metrics: pipeline, campaign/content performance, brand perception
  • Sales metrics: average deal size, average win rate, pipeline conversion

At the end of the day, it all comes back to revenue, but it’s hard to directly quantify impact to revenue without seeing how you’ve influenced the other areas.

Jeff Otto
Vice President, Product Marketing at Marqeta July 12

As industry marketers, our hope is to get a message that we author deeply embedded into the minds of as many target buyers across as many accounts as possible. Some measurements of this ‘influence’ are quantifiable (measurable) and some are not.  

When we are trying to reach a new audience of target buyers, we may look at our investments on channels where those audiences congregate and ask questions about our content’s reach (SEO, how many unique page views, impressions?). We may want to measure how engaging the content is through scroll depth, time on page, duration, social shares, comments, etc., and we may want to measure if that prospect or existing customer is moving onto the next step with us via click-throughs, MQLs, subscribers, survey completions, LMS training badges. From leads (MQLs) we want to measure our conversion to sales opportunities. 

Often my partners in our industry demand generation team will want to measure how many contacts at an account are listed on a sales opportunity and how an integrated marketing journey (campaign) is “touching” those contacts to mature an opportunity through its stages.  

However, there are many activities that my industry marketing teams perform that are very difficult to measure. If for example, my banking marketing team publishes an internal sales enablement video and a presentation about a solution which is consumed by hundreds of sellers around the world, those sellers may use that knowledge to engage their accounts and drive revenue. I may be able to see how many times that video is watched and how many times the presentation is accessed or copied, but the impact that it has had on revenue is difficult to measure. We've tried the honor system of tagging sales plays to sales opportunities, but it is difficult to mandate. It does takes a bit of trust that investing in that scalable activity will result in impact. 

At the end of the day, the one metric that does not lie is revenue, and so we look closely at revenue throughout the quarter to understand its velocity, the big deals and to do the best we can to forecast revenue attainment.

Zachary Reiss-Davis
Head of Industry/Audience Marketing; Director of Product Marketing at Procore Technologies July 13

I love this question -- and it's actually one I ask candidates during my interview process as well, because the way that Product Marketing is measured overall varies widely across organizations. 

Right now, I think of it across these five areas:

  1. Stakeholder alignment. This sounds "soft", but in industry marketing, your stakeholders are often even more broad than product marketing, and each group -- this includes Sales, P&T / R&D, Demand Gen / Campaigns, Enablement, Customer Success, and Partners.
  2. Command of Message. This is can be measured in a varient of ways -- but in general includes what positioning you've put in market, to each of your key industries and segments, across all of your channels, and parts of the marketing funnel (ads / third party sites, your website, your sales collateral, how your sellers and CSMs tell stories to the market. 
  3. Industry / audience / segment NARR. Maybe self-explanatory, but revenue coming in the door in the form of Net Annual Recurring Revenue is where the rubber really hits the road.
  4. Gross Pipeline. This is a shared metric with demand generation or campaigns, and often with web, but is an area that great content, messaging, and positioning can help a lot.
  5. Win / close rates. This is the flip side of the pipeline coin; do your sellers have what they need to close the deal? Do you understand your market or industry well enough? 
  6. Segment/Audience ASP. Tracking deal sizes, not just velocity.

As an important note, "amount of content produced" -- number of blog posts, number of webinars, number of slicks -- simply doesn't make my list, and I recommend being tied to business outcomes, not how many acts of marketing that you do.

Sina Falaki
Head of Industry, Segment, and Solutions Marketing at Motive | Formerly ProcoreJune 15

In a proper program, Industry Marketing & Campaigns have joint ownership of communicating the right messages, in the right channels, at the right time, in order to build pipeline and win NARR. I say this as a preface because Industry and Campaign leadership should work together to: 

  • Establish business objectives
  • Set targets, goals, and key intiiatives
  • Help with cross-industry efforts

This should then yield to: 

  • Pipeline generation
  • Open Pipe
  • NARR

As such, they should hold each other accountable for the primary areas of responsibility, be able & willing to step up and help the other when appropriate, and escalate challenges as necessary.

Industry Marketing metrics to look at: 

  • Global NARR
  • Rep Productivity (monthly)
  • ASP (monthly)
  • Close Rate (monthly)
  • Cycle Time (monthly)
  • Market Penetration (quarterly)
Jon Rooney
Vice President Product Marketing at Unity | Formerly Splunk, New Relic, Microsoft, OracleApril 10

Metrics around awareness and demand in a given industry. For awareness, web traffic and enagement, press coverage and customer reference stories are key. If there are industry associations and trade publications, there are no shortage of lists and awards that tend to lay out the landscape. If your company is in the mix there, you're doing the right things. For demand, marketing-driven and marketing-influenced pipeline from programs targeting an industry whether the products or verticalized or horizontal. What's your penetration in the top 10 commercial banks or top 10 online retailers etc? If you don't have an industry lens for these measures, your sales teams can hit their numbers while your industry footprint is spread so thin as to not be relevant in the space.

Grant Shirk
Head of Product Marketing, Cisco Meraki at Cisco Meraki | Formerly Tellme Networks, Microsoft, Box, Vera, Scout RFP, and Sisu Data, to name a few.August 16

I recommend holding shared KPIs across PMM - the classics: Qualified Pipeline, Win Rates, Opportunity Velocity/Duration. Looking at how your industry marketing investments are improving your sales effectiveness overall. 

Secondary metrics could be growth of bookings and sales in a target or priority vertical, but those are sometimes too trailing. Good to look at over multiple quarters.