\u00a0<\/p>\n
In most companies, marketing is still evaluated through a set of established KPIs: revenue, ROAS, and acquisition cost. These are fundamental metrics, but not sufficient to represent the true contribution of marketing activities to the business.<\/span><\/p>\n When marketing plays a significant role in revenue generation\u2014as is the case in many e-commerce contexts\u2014the question is no longer just how much is sold. It becomes: how much economic value is actually generated.<\/span><\/p>\n It is precisely at this point that the gap between marketing and finance emerges.<\/span><\/p>\n The limits of traditional planning models<\/b> Campaigns that perform well in terms of revenue may lose value when variables such as margin and returns are considered. This highlights the limitations of a purely volume-based analysis.<\/span><\/p>\n A structural misalignment<\/b> These are three valid perspectives that rarely converge into a single model. The result is a partial view that makes it more difficult to assess the real impact of investments, leading to decisions that are operationally efficient but not always economically optimal.<\/span><\/p>\n From data to model: the Investment Efficiency Index<\/b> In this context, the Investment Efficiency model developed by Intarget comes into play, integrating financial variables typically excluded from planning, including:<\/span><\/p>\n The goal is not to replace existing KPIs, but to complement them, making marketing decisions consistent with economic logic.<\/span><\/p>\n A real-world application<\/b> The availability of financial data\u2014including margins, returns, and profit dynamics\u2014enabled a more integrated approach between marketing and finance. Planning was therefore redefined by considering the economic impact of different time windows: periods with high return rates or lower margins were treated differently from more profitable ones, regardless of average campaign performance.<\/span><\/p>\n This made it possible to highlight discrepancies between performance and generated value, shifting the focus from campaign optimization to investment allocation optimization.<\/span><\/p>\n The role of break-even ROAS<\/b> In this way, a performance metric becomes a tool aligned with the economic structure. <\/span>The next step is to define sustainable investment thresholds to identify when spending supports growth and when it risks undermining it.<\/span><\/p>\n Organizational implications<\/b> Access to financial data<\/b> Shared planning<\/b> Alignment of metrics<\/b> In this scenario, planning becomes a cross-functional lever.<\/span><\/p>\n Marketing as an economic lever<\/b> Conclusion<\/b> This is where the dialogue between CMO and CFO takes place: transforming KPIs into levers truly aligned with the income statement.<\/span><\/p>\n Marketing becomes strategic when it starts guiding investment decisions.<\/span><\/p>\n<\/body><\/html>","protected":false},"excerpt":{"rendered":" by Fausta Sposato, Managing Director Intarget \u00a0 In most companies, marketing is still evaluated through a set of established KPIs: revenue, ROAS, and acquisition cost. These are fundamental metrics, but not sufficient to represent the true contribution of marketing activities to the business. When marketing plays a significant role in revenue generation\u2014as is the case…<\/p>\n","protected":false},"author":5,"featured_media":10393,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[39],"class_list":["post-10383","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-marketing"],"acf":[],"_links":{"self":[{"href":"https:\/\/www.intarget.net\/en\/wp-json\/wp\/v2\/posts\/10383"}],"collection":[{"href":"https:\/\/www.intarget.net\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.intarget.net\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.intarget.net\/en\/wp-json\/wp\/v2\/users\/5"}],"replies":[{"embeddable":true,"href":"https:\/\/www.intarget.net\/en\/wp-json\/wp\/v2\/comments?post=10383"}],"version-history":[{"count":2,"href":"https:\/\/www.intarget.net\/en\/wp-json\/wp\/v2\/posts\/10383\/revisions"}],"predecessor-version":[{"id":10385,"href":"https:\/\/www.intarget.net\/en\/wp-json\/wp\/v2\/posts\/10383\/revisions\/10385"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.intarget.net\/en\/wp-json\/wp\/v2\/media\/10393"}],"wp:attachment":[{"href":"https:\/\/www.intarget.net\/en\/wp-json\/wp\/v2\/media?parent=10383"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.intarget.net\/en\/wp-json\/wp\/v2\/categories?post=10383"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
\n<\/b>Periods with the same level of revenue can generate very different impacts on the income statement. Likewise, activities that are efficient according to media KPIs are not necessarily aligned with economic objectives.<\/span><\/p>\n
\n<\/b>This limitation often stems from a misalignment between business functions:<\/span><\/p>\n\n
\n<\/b>Overcoming this limitation requires a shift in approach: integrating marketing and finance into a shared framework capable of guiding investment decisions.<\/span><\/p>\n\n
\n<\/b>In an international fashion retail project<\/strong>, characterized by a strong digital channel impact and P&L management by country, the Investment Efficiency Index was used to realign planning logic with economic objectives.<\/span><\/p>\n
\n<\/b>A central element is the redefinition of break-even ROAS:<\/span><\/p>\n\n
\n<\/b>The effectiveness of the model is also organizational and requires:<\/span><\/p>\n
\n<\/b>Marketing must work with margin, returns, and cost data.<\/span><\/p>\n
\n<\/b>Decisions must arise from collaboration between marketing and finance.<\/span><\/p>\n
\n<\/b>Performance and results must be read within a shared framework linked to the income statement.<\/span><\/p>\n
\n<\/b>When these conditions are met, marketing evolves from a performance-driven function to a lever capable of directly contributing to the economic quality of growth.<\/span><\/p>\n
\n<\/b>Integrating financial dimensions into marketing decisions is essential in contexts characterized by high complexity and margin pressure. <\/span>The value of marketing lies in its ability to generate sustainable results aligned with business objectives.<\/span><\/p>\n