Summary
Because portfolio marketing is positioned upstream in the marketing organization, its work can be difficult to correlate with quantifiable business impacts, which are typically associated with downstream reputation, demand creation, and enablement programs. The result is that portfolio marketers often report on the minutiae of their activities instead of focusing on their contributions to the achievement of business goals. In this report, we define measures that can be incorporated into a quarterly business review (QBR) dashboard for tracking the impact of a portfolio marketer’s work on the performance of an offering or segment.
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