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To change the relationship, marketing needs to understand the finance mindset. Basically, finance people are risk averse. They need marketing to show them why what it wants to do is the right thing to do -- not by saying it's strategic, but by being able to communicate how much money will come back, and when.

Finance is focused on revenue, expenses, profit and shareholder value. For most companies, the old adage "cash is king," still reigns. It's not that financial people aren't interested in the brand, it's that they want the ability to link brand image and loyalty to cash flow. It isn't a coincidence that there is a strong correlation between cash flow and marketing's responsibilities.

Marketing is responsible for helping the organization acquire and keep profitable customers and therefore relate its functions directly to cash flow. The more marketing's initiatives address customer lifetime value, improve the rate of product adoption, reduce customer churn and lower acquisition costs, the better the company's cash flow.

When marketing talks in these terms, it is talking in the language of business and the language of the CFO. If marketing understands the CFOs expectations and learns to speak their language, it will be well on its way to creating an ally. If marketers don't understand the CFOs language, it's time to learn.

There are four key concepts important to most CFOs. We've already talked about cash. The other three are: EPS (earnings per share), Net Contribution, and Payback (the time frame for when the investment pays off).

When the leadership team asks about marketing ROI, it is really asking about payback. Leaders want to understand how and when the investment marketing is making on behalf of the company will pay off. It's not that they don't want to give marketing the money; it's that they want to be able to analyze the tradeoffs between one investment and another. The company has only so many resources and therefore can only make only so many investments.

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12y ago

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