Example engagement
The agency sends a report every month, and nobody can tell whether it works. How we would run four channels against one number that shows up on the P&L.
Every campaign has a target before it launches and a result after. Spend moves toward what returns and away from what does not, and the monthly report is one page with the numbers on it.
The report is full of impressions, reach, and clicks. None of those is a question leadership asked. The question is what came back for what was spent, and the report does not say.
A year of spend by channel, set beside the inquiries and orders it produced. Where the tracking cannot connect the two, that is the first thing to fix, before a dollar moves.
A board of every campaign in flight: what it is for, what it costs, and what it has returned. Search, email, social, and the brand work sit beside each other, counted the same way. The ad accounts, the analytics, and the domain stay in your name.
A plain-English report every month: what we ran, what it returned, what we stopped, and what we would try next. We say so when something is not working.
Where it goes wrong
Every engagement has a part that fights back. This is the one we would plan for first.
Attribution that claims too much. Every channel will happily take credit for the same order. We would rather report a smaller number we can defend than a larger one we cannot, and we would say which is which.
Thirty minutes. Bring the last report, and we will tell you what it is really saying.
