How to Host a Wildly Successful Weekly Marketing Call

How to Host a Wildly Successful Weekly Marketing Call

One of the most valuable things you can do as a marketer is walk the department through a weekly marketing call. When done well, this call can bring the team together, identify potential issues before they explode, and build a deeper relationship with one another. This, in turn, can transform your marketing department from scattered firefighters into calm, successful, and effective marketers.

The first process that you need to review in your marketing department is:

Is the marketing department doing too many things?

I cannot think of an organization that I have consulted with as part CMO, where the marketing department has carried out too few campaigns. Instead, every organization seems determined to complete one year of marketing campaigns “ASAP”. This could be because the executives in the organization are pushing new ideas to the marketing department and the well-meaning marketers are accepting these guidelines, or because it is a marketing director or VP of Marketing who doesn’t understand the complexity and time it takes to run these campaigns successful.

Whatever the reason, we all agree: it’s impossible to run every single marketing campaign at the same time, with a limited budget and limited team capacity.

The best way to support the executives and create realistic schedules for completing the work is with a two week sprint. This means that every two weeks the marketing team runs a process to determine what tasks to do in support of the quarterly results. The marketing team then blocks time in their calendars for each sprint to work on those specific tasks.

This is vital. I don’t trust a marketer who just “makes it” without seeing their calendar first. I ask them to show me what day and what time they are working on a particular campaign. This enforced clarity builds confidence and ensures that the team member understands the complexities of the tasks they are taking on.

Once a two-week sprint has started, it is best not to add any new tasks to the sprint. All new tasks can be added to the following sprint or to the backlog (a list of tasks with varying degrees of importance).

If a team member completes their sprint tasks before the end of the sprint, they can move on to the tasks of the next sprint or the backlog.

The next important component of a functional marketing department is a good scorecard

You need a KPI scorecard

Put simply, a scorecard shows the vital signs of the marketing department and the relationship between marketing and sales. The scorecard should include performance indicators such as:

  • Marketing spend by channel
  • Marketing results according to sales channels (CPC, CPL, CPS / CPA, ROAS)
  • Email metrics (sending, open rates, click rate, sales)

If your company makes it appropriate, add other supporting metrics, such as: B. Joint venture results, SEO keyword position changes, etc.

The aim is to produce a document that is updated weekly and contains “only the facts”. An effective scorecard can be viewed by non-marketers like your CEO or COO and they can fully understand the health of the company.

If you’ve never created a scorecard before, create one on a shared spreadsheet like Google Sheets. List all of your metrics in column A. In column B, identify your quarterly goal for each metric. In column C, calculate your weekly average. Then report data in columns D and above every week.

What is a perfect marketing meeting?

The premise of a marketing meeting should be to remind all attendees of the agreed quarterly results, share the relevant KPIs to show the job is getting done, and discuss any conflicts or issues.

In general, there should be no information exchange meeting. Email is a better place to share basic information.

The reason is that calling the whole team is expensive. If you factor in everyone’s hourly rate, a one-hour meeting can easily cost over $ 1,000. Minimize this by having a tight, clear, and direct meeting that minimizes information sharing.

Marketing meetings should have conflict in them.

Conflict is a good thing here … A meeting is a great place for the team to discuss different opinions on a marketing campaign, strategy, or content. Let everyone come together and allow a discussion that provides the clarity needed to move forward.

Therefore, your weekly marketing call agenda should look like this:

  1. Fast catch-up process (5 minutes)
    1. During the first 5 minutes of the call, everyone should “land” and settle in. Meet up. Ask about each other’s family or what they watch on Netflix. These personal questions build deeper connections within the team.
  2. Results (5 minutes)
    1. Check the current KPIs via the scorecard. Show trends from the past week. Share a reason numbers shifted. Has the team started a new campaign? Did you cancel a promotion?
  3. Goals (10 minutes)
    1. Have a high-level discussion of the quarterly results previously agreed during your quarterly planning meeting. There should be 3-7 key quarterly results that are measurable. This will remind everyone of the key outcomes previously defined so that new ideas that feel more exciting will not come into focus. You need to build discipline on the team so that they can get the quarterly results without changing course to something new in the middle of the quarter.
  4. Open discussion / conflict (30-40 minutes)
    1. During this time, identify discussion points that the team would like to delve into. Then prioritize them according to impact or importance and unpack them. Let the stakeholders share their positions and allow a discussion that will lead to an outcome. The best result as a moderator is identifying:
      1. What is the task or initiative or the result?
      2. Whose is this?
      3. When is it due by?
      4. What’s the first action you need to take?

It is of great importance to start the marketing call on time and finish the call on time. Note the team’s time (and company payroll) by limiting the call to 60 or 90 minutes. If the call ends early, release them all early.

If you follow these simple but important steps, your weekly marketing call will become a place where you can connect with the team, remind each other of quarterly results, support each other in their assignments, and resolve conflicts. You will be disciplined to focus on the KPIs and the team will find that this call is a welcome part of their work week.

The difference between an effective, functional marketing department and a dysfunctional department is how priorities are set, how they are contracted, how completion is encouraged, and how the results are shared.

Regardless of your marketing role, if the organization you belong to is not lacking a weekly marketing meeting, I recommend that you be the change maker. Based on the points above, create your agenda and propose it to your manager. If you’re the CMO or VP of Marketing, schedule the first marketing meeting for the next week.

If you want to grow in your career, take on this leadership role. You are quickly seen as the innovator who focused the company and got more work done in less time.