The Marketing Data and Analytics

This research note is restricted to the personal use of vassil@moengage.com.
The Marketing Data and Analytics Leader’s

First 100 Days
Published: 23 September 2019 ID: G00441512
Analyst(s): Joseph Enever
The first 100 days in a new role define your competence and likelihood of
success as a marketing leader focused on data and analytics. Use our
insights to jump-start your onboarding and set a productive pace for the
company’s data-driven marketing journey.
Key Findings
■ The dedicated marketing analytics role is new for many organizations and rapidly evolving, so
there may be no blueprint or predecessor’s onboarding plan to follow.
■ Influencing data strategy, technology and culture will require more than technical knowledge;
leaders will need business and political acumen as well.
■ Marketing analytics is a rapidly evolving discipline that requires a range of skills, some of which
you already possess and some of which you need to build.
Recommendations
Marketing leaders focused on data and analytics should:
■ Use the organization’s maturity assessment as a starting point, and work with marketing
leadership to craft a vision for what data-driven marketing means for your company.
■ Develop a detailed roadmap to achieve your vision by improving team skills, tools and
processes. Organize the marketing data and analytics team for greatest impact, filling skills
gaps with new full-time hires and outsourced support.
■ Identify opportunities for quick wins and socialize results to keep excitement high and spark
cultural change. Do all this while you work on long- term projects in the background.
Table of Contents
Introduction............................................................................................................................................ 3

Large Investments, Large Teams...................................................................................................... 3

Influence...........................................................................................................................................3
The First 100 Days Plan..........................................................................................................................5
Prepare Phase (Days −10 to 15)....................................................................................................... 5
Target Outcomes for the Prepare Phase..................................................................................... 5
Actions for the Prepare Phase.................................................................................................... 6
Communications in the Prepare Phase....................................................................................... 7
Resources for the Prepare Phase............................................................................................... 8
Assess Phase (Days 0 to 30)............................................................................................................ 8
Target Outcomes for the Assess Phase...................................................................................... 8
Actions for the Assess Phase..................................................................................................... 9
Communications in the Assess Phase...................................................................................... 10
Resources for the Assess Phase...............................................................................................10
Plan Phase (Days 15 to 45).............................................................................................................11
Target Outcomes for the Plan Phase.........................................................................................11
Actions for the Plan Phase........................................................................................................11
Communications in the Plan Phase...........................................................................................13
Resources for the Plan Phase...................................................................................................13
Act Phase (Days 30 to 80).............................................................................................................. 13
Target Outcomes for the Act Phase.......................................................................................... 14
Actions for the Act Phase......................................................................................................... 14
Communications in the Act Phase............................................................................................ 14
Resources for the Act Phase.................................................................................................... 15
Measure Phase (Days 45 to 100).................................................................................................... 15
Target Outcomes for the Measure Phase.................................................................................. 15
Actions for the Measure Phase................................................................................................. 15
Communications in the Measure Phase.................................................................................... 16
Resources for the Measure Phase............................................................................................ 17
Gartner Recommended Reading.......................................................................................................... 17
List of Figures
Figure 1. First 100 Days Roadmap......................................................................................................... 5

Figure 2. Illustrative Return-on-Effort Exercise.......................................................................................12
Figure 3. Internal Success Metrics for New Marketing Analytics Organization....................................... 16
Page 2 of 19 Gartner, Inc. | G00441512

Introduction
Large Investments, Large Teams
Marketing analytics budget is significant, as evidenced in Gartner’s 2019-2020 CMO Spend Survey,
as the highest percentage of the budget at 16%, above content/campaign creation and
management, the next highest at 13.4%. Expectations are high for output and outcomes from the
marketing analytics team. Therefore, growing the maturity level of the team and interconnectedness
with the wider organization is a crucial focus.
Marketing analytics encompasses techniques and tools to

understand and improve user experiences, prospect and
customer acquisitions, and behaviors across channels, and to
optimize marketing and advertising campaigns.
As a new leader, you will likely be inheriting a substantial team size. In Gartner’s 2018 Marketing
Data and Analytics survey, the average marketing analytics team size is 45 full-time equivalents
(FTEs), up from 22 in 2015. This rapid growth presents an important area of focus for the new
leader, who will need to quantify and demonstrate the ROI and show pragmatism in balancing FTE
investment with third-party agency support.
There will be challenges and opportunities on many fronts, including:
■ Training new staff and retaining talent

■ Showing value linking marketing activities to business outcomes
■ Integrating new technology
■ Growing the maturity level of the function
In the same survey, 66% of respondents rated themselves at a maturity level of 3 or below mapped
against our “Maturity Model for Data-Driven Marketing,” meaning that most teams may struggle to
demonstrate the full value of the function without developing the skills and practice. Further
supporting this, the survey showed that 37% of respondents cited the inability to connect data and
analysis to the value it brings to the business as a top impediment to success.
Regardless of team size, maturity or investment levels, a key responsibility will be defining what
data and analytics can do for marketing, and then developing your own job description. Your view of
the role may differ from your predecessor’s and even the hiring manager’s views.
Influence
This high-stakes, high-visibility position will require you to be at the top of your marketing strategy,
management and technical analytics game. You will be looked upon for expertise and judgment in
Gartner, Inc. | G00441512 Page 3 of 19

decision making related to marketing analytics technology, recruitment and data strategy. But
there’s a good chance that you won’t be the sole decision maker. Gartner’s 2018 Marketing Data
and Analytics Survey found that over 40% of marketing analytics leaders share decision-making
authority with other leaders. Therefore, the new leader must connect effectively and build trust with
peers to ensure they’re consulted and participate in key decisions.
You will need to exercise influence and expertise in hiring the right analytical talent for the team.
This is no easy task. Gartner’s 2019 Multichannel Marketing Survey shows that hiring qualified
personnel to support multichannel marketing analytics is seen as one of the most difficult
challenges to tackle in 2019.
Given the high investment levels, team sizes and challenges in hiring qualified staff, today’s
marketing data and analytics leader plays an important role in securing the training and
development of existing managers and analysts. This role is crucial for engaging and retaining the
right talent while growing the team skills and maturity level.
In addition to technical competencies, the marketing analytics leader increasingly plays the role of
data evangelist, strategic advisor and interdepartmental ambassador — soft skills are just as vital.
The first 100 days constitute an expected “honeymoon” or transition period. This all-too-brief period
is yours to formulate a course of action, make connections, and establish and communicate your
management style. It is within this critical period that you establish yourself and create the basic
perceptions that others will, for better or worse, associate with your subsequent plans and actions.
We break down your first 100 days into six phases, each overlapping with suggested durations that
you can customize. Each phase includes critical target outcomes, actions and resources, as well as
some optional ideas to consider as time and resources allow. The communicate phase spans the
full duration, and we include specific actions for effective communication for each phase.
Focusing your efforts on thorough assessment and preparation and building a solid plan with clear
deliverables and well-managed communications will greatly enhance your chances of success. This
research highlights the key activities that focus on critical issues and provides actions and
resources to help you achieve your intended outcomes.

Figure 1. First 100 Days Roadmap
A successful agenda for your first 100 days should:
■ Illustrate how your team will be organized to best support the goals of the CMO
■ Provide a detailed map for advancing the company’s data-driven marketing maturity
■ Demonstrate that you are an experienced and capable leader who drives action
The First 100 Days Plan

You’ve accepted the role and are eager to make an impact, but don’t rush into action or judgments.
Focus on getting to know the business, building relationships and listening to build the foundation
for your agenda.
Prepare Phase (Days −10 to 15)

Use these early days to accrue a knowledge base and set expectations.
Target Outcomes for the Prepare Phase

■ Know the business. Spend time understanding what the company does and the main drivers
delivering that, such as business units and high-level processes. Build a picture of its go-to-

market strategy and understand its target audiences and competitors. Identify unique
opportunities and challenges you’ll face as they relate to data and measurement.
■ Know the culture. Learn the company’s DNA. What does the organization value and what is its
identity? What role does data play in that identity? Know who key (internal) influencers and
gatekeepers are and what motivates them.
■ Define your role. This may mean drafting your own job description, or at least filling in the
details. Use your unique perspective and subject matter expertise to outline the responsibilities
of your role with your direct supervisor. Ask about the level of authority you’ll have over data,
technology, hiring and organization design. Build a shared understanding on expectations.
■ Develop talking points. At this point, you can’t (and won’t) have a fully articulated vision.
Formalize a story that explains who you are, how your experience led you to this leadership
position, what your passion or mantra is, and where you think opportunities exist for the
organization to excel in data and analytics. This pitch demonstrates your enthusiasm and
preparedness for the role — that you intend to get down to business.
Actions for the Prepare Phase

Taking this time during your transition period to prepare for the role ahead will ensure that you step
into your new leadership position with context and confidence.
Actions Before Day 1
Analyze publicly available data. As the “data person,” you’ll want to establish some basic
numeracy and situational awareness. Get a head start by reading financial reports and mapping the
competitive landscape. Familiarize yourself with regulatory requirements that may affect your team’s
work. Get up to speed on the latest marketing campaigns. Review any promotional calendars/
campaign planning documents — these usually reflect a roadmap for insight demand. Conduct
some qualitative social listening, looking for mentions from customers regarding product, brand and
service, to give you some outside-in context for the organization.
Become the customer. Embark on your own customer journey to get a feel for the end-to-end
experience across channels. Assess how well online and offline channels, advertising, marketing,
sales and customer care/customer success activities integrate, and note room for improvement.
Get up to date. Few disciplines are evolving as rapidly as marketing analytics. Between provider
and category convergence, new trends around data and privacy, and new skills requirements,
tactics and tools that you used at a previous company or in a previous role are likely somewhat
dated. Use your transition time to read industry news sources, thought leader blogs and case
studies to ensure you’re up to (market) speed. Address any knowledge or skills gaps by enrolling in
open online courses or scheduling a series of inquiries with analysts.
Actions on Day 1
Observe marketing. Listen, watch and ask questions about how marketing operates. Take note of
when and how data is used in decision making, measurement and optimization. Gauge different

stakeholders’ reactions when they are presented with data — is it valued and trusted, or questioned
and criticized? Pay close attention to how marketing wins are determined and celebrated and the
team’s attitude toward tests and failures.
Consume data. Look at some of the analytics’ reports the analysts or agencies have produced. Get
set up with logins to dashboards and analytics tools. Map the reporting cadence and automation,
looking for opportunities to save time and effort.
Communications in the Prepare Phase
Before Day 1
Write an introduction. Prepare introductory communication material about yourself, your

background and your initial thoughts on joining the organization. Include your high-level vision for
the organization, how your previous experience has prepared you for this role and why you’re
excited to lead this team and initiative.
Draft guides for:
■ Stakeholder interviews: Prepare a discussion outline with a shortlist of questions to help you
collect initial requirements and inform your perspective. Ask stakeholders about their perception
and satisfaction levels with the current state of measurement and reporting, data challenges
they’ve had to overcome, what are their individual and department-level priorities, and
expectations for marketing data and analytics. Include IT stakeholders or any other “enablers”
to give you the complete picture.
■ Staff discussions: Prepare a list of similar questions for your first meeting with your staff. Ask
them about how they perceive their role and influence within the marketing team and broader
organization, their key frustrations and constraints, their individual development goals and
aspirations, and their satisfaction levels with the team and previous analytics organization.
Actions and Communications on Day 1
Day 1 should be about setting the tone for the new analytics organization under your leadership and
initiating the discovery phase. Share your vision and enthusiasm for the opportunity but emphasize
listening and absorbing over diagnosing or promising — there will be plenty of time for that later.
Since your first day on the job is all about communicating, we’ve combined this phase’s actions and
communications tasks.
Meet and greet your team. Call a meeting for everyone in your direct team, in person and virtual.
This meeting has two objectives: to introduce yourself and to show that you are approachable and
available to everyone. Explain that you are still gathering information and are not at the stage of
decisions or changes yet.

Meet with vendors and agencies. Set up time to introduce yourself to key software and analytics
service providers in the next two to 10 days. Get an overview of each scope of work, and do some
homework getting to know each vendor’s core competencies.
Regroup with marketing leadership. Wrap up the prepare phase by holding a meeting with your
manager to review the day’s observations. Include key challenges and opportunities from your point
of view, unanswered questions and your preliminary strategic vision. Finally, review your job
description with your manager to ensure you are both aligned on key responsibilities, scope of
influence and expectations.
Resources for the Prepare Phase
Gartner Research and Tools
■ “How to Build Out Your Marketing Analytics Team”

■ “CMO Spend Survey 2018-2019: Marketers Proceed Into Uncharted Waters With Confidence”
■ “Marketing Data and Analytics Survey 2018: Messy Data and Mismatched Resources
Undermine Marketing Teams”
Other Suggested Resources
■ Company financial reports

■ Company website
■ Social media
■ Google Alerts and Google News
■ Massive open online courses such as Coursera, Udacity and General Assembly
Assess Phase (Days 0 to 30)

Use this time to delve into the current state of data and analytics, as well as marketing technology
and marketing operations overall.
Target Outcomes for the Assess Phase

■ Map the company’s maturity. Benchmark yourself against your industry or other aspirational
companies. Become versed in the organization’s history with marketing and customer data, by
understanding what has worked, what has failed, and what may be holding the organization
back.
■ Assess data’s role in the business. Not every data-driven marketing tactic is the right strategic
move for every company, however customer and marketing data is a strategic asset. Review
past marketing tactics, how data played a role in targeting, measurement and optimization, and
map successes and opportunities for reference.

■ Understand the state of the state. Take note of gaps, redundancies, and what is working well
with respect to people, tools and processes. Review measurement frameworks, methodologies
and templates, and org charts.
■ Gather rudimentary requirements. Solicit input from marketing team members and other
departments such as IT, strategic planning, finance, consumer insights, customer service and
sales. This will allow stakeholders to articulate and sign off on their marketing analytics needs.
This can range from operational and technical, to insights and dashboards — keep it open at
this stage to foster engagement and ensure completeness.
Actions for the Assess Phase

Conduct a maturity assessment. Use Gartner’s Marketing Maturity Assessment Tool for an
objective guide to rating the organization’s data-driven marketing maturity.
Audit resources:
■ Team: Determine whether the current team has the skills needed to support your vision.
Estimate the number of hours it will take to complete the current backlog of requests or ongoing
analytics and reporting responsibilities in addition to the activities required to support your
roadmap. Project whether the current team has the bandwidth to take on the additional
strategic work.
■ Use stakeholder interviews to prioritize data and analytics needs, and better understand
decision-making processes. This will help you identify whether a more centralized, hybrid or
decentralized reporting structure would best serve the organization.
■ Review managed services, contractors and other flex resources. Assess what activities can
be outsourced and what activities should remain in-house.
■ If you have highly paid and highly skilled talent, such as data scientists, ensure they are
assigned to advanced analytics activities — and not basic analytics tasks.
■ Tools: Dig into the current marketing technology stack. Regardless of whether it’s under your
purview, every tool will rely on or feed your data stream. Understand integration limitations,
contract scope, background information on how and why a certain vendor was selected. Of
course, pay careful attention to the tools managed by your team. Are owned marketing
channels and assets properly instrumented to collect data? Does the current toolset have the
features and capabilities needed to help the organization mature? Are there major redundancies
or underutilized tools?
■ Data: Take stock of the company’s marketing and customer data — it is likely siloed with
different ownership across the organization. Conduct an audit for data gaps, quality issues,
historical availability and other hurdles you may need to overcome (such as internal political
roadblocks or industry regulations) to fulfill the data-driven marketing mission. Study
compliance requirements (such as COPPA and the GDPR) and build a relationship with your
legal team early on.

Observe operations. Resist the urge to jump right in and correct things. Rather, respect this time as
a data collection and observation period to understand team dynamics, culture, individual strengths
and weaknesses, degree of influence, and trust between analysts and the marketing team.
Understand corporate cadence: What is the pace at which the company wants to (or can) change?
Match this in your department because moving too fast or too slow will create stress and
mismatched outcomes.
Review the budget. Compare how your marketing analytics budget and spending categories stack
up against other companies. Learn how the team is funded — whether from a corporate budget,
charged-back time and resources or individual business unit budgets — and ask for advice on how
to build a business case for additional financial support (if needed).
Build a power map. Working with your manager, map out the most influential stakeholders (beyond
marketing) and collect information on how to win their support.
Communications in the Assess Phase

Conduct stakeholder interviews. Review the org chart and power map with your manager to
identify what key stakeholders and influencers to engage. Schedule short meetings with those
individuals. Walk them briefly through your high-level vision and, using the question template you’ve
already prepared, gather their input.
Lunch and learn. Informal coffees and lunches provide an opportunity for you to sit down with
stakeholders from other departments to ask for their candid thoughts on the state of data and
analytics. You can also ask for their help in building bridges and getting access to what you need.
Get to know their struggles and identify opportunities to return a favor in the future.
Build rapport with your team. Demonstrate transparency and build trust by asking team members
how they perceive their roles, how they would evolve their skills, and what they are passionate
about. With reorganization looming, your direct reports may be uneasy about how changes will
affect them. Ease the tension by involving them in updating job descriptions and keep an open door
and open mind to their concerns. Set up regular one-on-ones with each team member in addition to
regular group staff meetings.
Resources for the Assess Phase
■ “Maturity Model for Marketing Analytics”

■ “Marketing Maturity Assessment Tool”
■ “Gartner Marketing Maturity Assessment 2018: Top Three Findings”
■ “How to Organize Your Marketing Analytics Team”

■ Org charts
■ Marketing data and analytics budget
■ Technology and service provider contracts
■ Marketing performance dashboards and reports
■ Direct reports’ past performance evaluations and personal development plans
Plan Phase (Days 15 to 45)

The plan phase is all about reinforcing your vision with concrete changes, goals and timelines. By
this time, you’ve settled into your role. You’ve begun to build relationships with your team, your
manager and peers and are ready to make some key improvements. Now demonstrate your
experience and competency by unveiling a stepped plan to increase the organization’s maturity,
alleviate pain points and support the CMO’s priorities.
Target Outcomes for the Plan Phase

■ Set your objectives. If you’re doing it right, this is the first among many hundred-day sprints in
your tenure. Don’t try to tackle every data and measurement issue. Prioritize.
■ Build a roadmap to:
■ Support key business imperatives
■ Address major pain points
■ Build momentum starting with a pilot project
■ Follow a realistic timeline
■ Design an analytics team to support your roadmap. Build a preliminary framework for
deploying resources, filling positions and determining how to strategically outsource.
Actions for the Plan Phase

Identify quick wins. As you take steps toward achieving your long-term goals, dedicate time and
attention to a few small projects that will demonstrate immediate benefit. This approach will give
you something to point to in the short term when longer term initiatives feel intangible and far off. It
proves that you’re an action leader, giving you time to manage expectations for bigger initiatives.
Use the framework in Figure 3 to evaluate potential activities based on your maturity and mandates
(sample activities below are illustrative only).

Figure 2. Illustrative Return-on-Effort Exercise
Allocate resources. Map the current team’s skills and bandwidth against the priorities. Consider
augmenting your team with outsourced services, particularly for activities that are not a key
competitive differentiator for your business. Cut (or automate) activities that require heavy time
investment, but don’t generate commensurate return.
Build a roadmap. Detail the technology, data and activities you will take on to support the
business. Using your starting maturity as a launch point, plan the actions and investments needed
to move the company’s data-driven marketing to the next level. Create a realistic timeline,
considering all resource constraints and cultural roadblocks. Don’t put things on the roadmap that
won’t ever get funded. Work closely with the chief marketing technologist (if that role exists), your
manager and any IT resources supporting marketing.
Design the organization. Sketch out how the team will support the rest of the organization, noting
changes in lines of reporting, titles or job descriptions. Understand the different organizational
models that work for marketing analytics teams and the trade-offs you’ll need to consider with

each. Finally, assess which responsibilities should be outsourced and if you need to open new job
requisitions.
Communications in the Plan Phase

Collect feedback. Getting the buy-in you need for the plan to succeed requires an openness to
feedback. Walk your manager, and with approval, the rest of the marketing leadership team, as well
as stakeholders you’ve identified as power players, through the detailed plan. Take each person’s
feedback seriously and adapt as necessary.
Prioritize needs. Finalize with your manager and other senior marketing leadership what key
initiatives your team will support over the next 12 to 24 months. Ask marketing leadership to rank
efforts in order of priority. Negotiate and influence stakeholders to resolve conflicting agendas. Use
the effort/impact framework shown in Figure 3 to guide discussions.
Set expectations. Don’t overcommit or oversell the vision. Doing so is setting you and your team
up for failure. Instead, communicate exactly what can be done and what cooperation and trade-offs
it will take.
Resources for the Plan Phase
■ “How to Organize Your Marketing Data and Analytics Team”

■ “How to Hire and Manage a High-Performing Marketing Analytics Team”
■ “Learn the Five Components of Marketing Data Management for Successful Marketing
Analytics”
■ Vendor capabilities presentations

■ CMO’s and CEO’s strategic plans
■ Human resources liaison
■ One-on-one meetings
Act Phase (Days 30 to 80)

Get to work. After one month on the job, it’s time to break ground and progress toward your key
milestones. Don’t get overwhelmed by the mountain ahead of you. You’ve done the hard work of
putting together a detailed roadmap; now it’s time to socialize it, win support and take the first steps
toward realizing your plan.

Target Outcomes for the Act Phase

■ Address low-hanging fruit. During the plan phase, you identified the organization’s most
pressing needs and some opportunities for quick wins to build momentum. The intersection of
these two things — actions the organization can greatly benefit from and actions that can be
accomplished with current resources and minimal effort — are perfect first milestones for your
team to pursue.
■ Unveil your plan. Socialize your roadmap and organizational changes with rest of marketing
organization, as well as other departments you’ll work closely with. Win support and generate
some excitement.
■ Initiate a roadmap. Devote at least one-third of the team’s time and resources to starting
strategic roadmap tasks. Leave the remaining time for ongoing or previously committed
reporting activity, quick-win projects and other ad hoc analytics needs.
Actions for the Act Phase

Mobilize the team. Assign key tasks to existing team members and vendors (rescoping work,
where needed). Build a shortlist of new vendors and respective requirements to execute on your
roadmap. Consult with your manager and HR on opening job requisitions to fill talent gaps and
consider strategic outsourcing for the long term and as a stopgap.
Define projects. Increase each project’s likelihood of success by taking the time to outline the
business case, define clear and detailed requirements, designate a project owner and supporting
resources, and commit to success metrics (see Figure 4).
Start small and scale. Start a pilot project or proof of concept, as identified during your
prioritization exercise. A successful pilot project will convince leadership and any stakeholders not
fully on board to endorse the complete vision. Examples might include a new reporting framework
for a key business unit, a controlled experiment to measure lift for a specific media channel and an
automated dashboard for marketing leadership.
Communications in the Act Phase

Announce changes. Roll out any role changes among existing staff and announce impending hires.
Review new job descriptions during regularly scheduled one-on-one time with your direct reports.
Address concerns and set expectations within your team before announcing them to the broader
marketing organization.
Document processes. Formalize and initiate new workflows, methodologies and processes.
Designate a centralized repository for documentation and distribute access credentials and
instructions.
Roadshow. Recognize and accept that you, and even your direct supervisor, may not have the
authority to enforce all needed changes. Your role is to be an influencer, and you’ll need buy-in from
an executive sponsor, the rest of the marketing leadership team and your peers. Put together the

most compelling plan you can, build relationships with data gatekeepers and company power
brokers, and sell the vision.
Resources for the Act Phase
■ “Technology Insight for Marketing Analytics”

■ “Toolkit: Job Description for Hiring a Marketing Analytics Practitioner”
■ “Upskill Your Marketing Team’s Analytics Capabilities”
■ Project management and agile tools (Slack, Basecamp, Jira)
Measure Phase (Days 45 to 100)

As you approach the halfway mark of your onboarding, take time to reflect on outcomes and reset
where needed.
Target Outcomes for the Measure Phase

■ Gather quantitative and qualitative results for marketing performance. Use these results,
compared with Day 1 benchmarks, to see how you’re measuring up.
■ Develop talking points. Refine your vision for the marketing data and analytics organization by
incorporating new milestones achieved and lessons learned. Have readily available data that
speaks to impact on business processes, culture and performance.
■ Curate a highlight reel of key wins. Doing this will not only help with visibility and internal PR,
but also give you an opportunity to publicly congratulate your team.
■ Update the roadmap, including:
■ List of activities to optimize or cut based on initial results.
■ Opportunities to scale programs and activities that are performing in other regions, product
lines or functional areas in marketing.
Actions for the Measure Phase

Gather success metrics. Assess adoption of tools, processes, data, outcomes and value created.
As Figure 4 outlines, judge program success on both output metrics and outcome metrics. These
should be committed as part of goal setting and business justification in the planning and act
phases. At this early stage, most value will be output-related. That’s OK, but keep in mind that,

without outcome metrics to point to over the long run, it will be difficult to lobby for increased
spending, head count and cooperation. Then, the team’s future may be uncertain.
Figure 3. Internal Success Metrics for New Marketing Analytics Organization
Track and govern. Verify that processes and tools are in place to track marketing campaign
effectiveness as well as your team’s role in supporting marketing goals. For example, if you have
online dashboards, ensure that user logins and exports can be tracked. If your team regularly
presents reports, survey users to understand what they found valuable and what they used.
Document data policies, tagging taxonomies, workflow and approvals. Measure whether teams are
adopting these best practices.
Roll out a scorecard. It will not matter whether the format is a regularly updated PowerPoint or
Excel report, or an on-demand interactive dashboard. This tool will serve as a tangible
representation of the progress the company — with your team’s help — is making in its data
adoption and maturity. In your design, create a hierarchy of the most business-critical and most
actionable metrics. Don’t be afraid to create different views for different stakeholders and rigorously
edit to keep stakeholders focused.
Communications in the Measure Phase

Socialize your wins. Put together a presentation highlighting what the marketing data and analytics
team has accomplished, and review steps for how best to work with them.
Make appropriate adjustments. Use your wins to lobby for additional budget or head count (as
needed) to complete or expand on your roadmap. Or, use the data you’ve gathered to rationalize —
reassign resources and cut unnecessary or redundant tool and vendor spending.

Address shortfalls. Promote a learning culture by owning failures and outlining how you will abort,
pivot or optimize underperforming activities.
Resources for the Measure Phase
■ “How to Design an Effective Marketing Dashboard”

■ “Maturity Model for Marketing Analytics”
■ “Applied Infonomics: Why and How to Measure the Value of Your Information Assets”
■ E. R. Tufte. “The Visual Display of Quantitative Information.” Graphics Press. Second edition.
2001.
■ Industry peer groups such as the Digital Analytics Association (DAA) and the American
Marketing Association (AMA).
Gartner Recommended Reading

Some documents may not be available as part of your current Gartner subscription.
“Marketing Organization Essentials — The Value of Soft Skills”
“Marketing Organizational Survey 2019: Marketers Aspire for Agility and Control but Fight
Operational Challenges”
“Survey Analysis: Lessons From Leading Marketing Analytics Teams”
“Use Gartner’s Hierarchy of Marketing Metrics to Link Execution to Goals”
Evidence
Gartner’s 2019-2020 CMO Spend Survey: The purpose of this survey was to understand the
marketing priorities and budget allocations of marketers to help companies benchmark, allocate
spend and prioritize. The research was conducted using a mixed methodology (online/CATI) from
June 2019 through August 2019 among 430 respondents in the United States (47%), Canada (7%),
France (10%), Germany (11%) and the United Kingdom (25%). Respondents were required to have
involvement in decisions pertaining setting or influencing marketing strategy and planning, as well
as have involvement in aligning marketing budget/resources. Eighty-three percent of the
respondents came from organizations with $1 billion or more in annual revenue. The respondents
came from a variety of industries: financial services (67), high tech (40), manufacturing (65),

consumer products (36), media (39), retail (69), healthcare providers (36), IT and business services
(37), and travel (41).
Gartner’s 2018 Marketing Data and Analytics Survey: The purpose of this study was to
understand how marketing teams are leveraging data and analytics to power modern marketing.
The primary research was conducted using a mixed methodology (online/CATI) from February 2018
through March 2018 among 503 respondents in North America (60%) and the U.K. (40%). Eighty-six
percent of the respondents came from organizations with $1 billion or more in annual revenue. The
respondents came from a variety of industries: financial services (65), high tech (68), manufacturing
(59), consumer products (53), media (66), retail (64), healthcare providers (65), and travel and
hospitality (63). Respondents were required to have a primary role in the analysis of marketing data.
Respondents also needed to be a member of a marketing analytics team that either sits within
marketing or is separate from the marketing organization.
Gartner’s 2019 Multichannel Marketing Survey: The purpose of this study was to explore how
companies use insights-driven approaches to deliver relevant, personalized conversations. It also
delved into how companies leverage technology, techniques and timing to make customer data
actionable, attributable and privacy-compliant in the context of broader business goals.
The survey was conducted online by an external partner between November 2018 and January
2019 among 381 respondents, which included the U.S. (n = 218), Canada (n = 66) and the U.K. (n =
97). Respondents were required to have involvement in decisions pertaining to their company’s
multichannel management strategy and execution. Respondents also were required to have direct
responsibility over at least three digital channels. Seventy-nine percent of the respondents came
from organizations with $1 billion or more in annual revenue. The respondents came from a variety
of industries (number of respondents in parentheses): financial services (82), high tech (88),
manufacturing (44), consumer products (32), media (13), retail (61), healthcare providers (31), and
travel and hospitality (30).
The three surveys listed above were all developed collaboratively by a team of Gartner analysts who
follow marketing and was reviewed, tested and administered by Gartner’s Research Data and
Analytics team.
Disclaimer: Results of these three studies do not represent global findings or the market as a whole
but are a simple average of results for the targeted countries, industries and company size segments
covered in each survey.
Other analysis is based on analyst experience and information gathered during client inquiries.

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