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How To Make Your Weekly Marketing Meetings Count

Posted By, Monday 7 December 2015
Updated: Wednesday 10 February 2016


    It’s crazy how every day brings its own list of tasks, challenges, and opportunities. You come in with a list, and end with a bigger list.

    It’s easy in all this organised mayhem to not find the time to know what is happening with your digital marketing, and that is why weekly digital marketing meetings are very important.

    Whether you have your own in-house team or working with a digital agency it is important to know what you are spending your money on, the results you are getting, and what should be the next actions.

    Weekly digital marketing meetings help you keep track of live campaigns and their performance, but also potential new ideas and campaigns that have been brought to the table, and it’s a great opportunity to decide on HPOAs (High Payoff Activities) with all of the stakeholders present.

    Weekly meetings should be driven by numbers and figures. I find the monthly meetings are good for sales and performance numbers, overall campaigns, and a great time to also include new ideas and initiatives, and go a little crazy.



    The meeting should be sharp and to the point. 30 minutes to an hour should be more than long enough.


    Your team should come prepared for the meeting. They should know what numbers they are accountable for and have them to hand. You will know if they harvested the numbers last-minute because when you dig deeper they won’t know why those numbers happened – they just know the numbers. A natural conversation around the numbers tends to show they live, breathe, eat the numbers.


    Focus on the macro stuff. How posts get put up, emails get sent out and so on is the micro-management stuff that should be left to your line manager or agency. If these things are being done right the results will come, if not then they won’t – this can be your measure for if the micro tasks are being done. You can delve more into this in your more in-depth monthly meeting.


    Talk about the campaigns in progress or just finished. There are a lot of figures and KPIs you can get burdened with, but the main ones you should ask about are :

    • What was my reach versus my universe (am I reaching enough of the audience I want to reach)
    • What was my CTR / ER (engagement rates) in percentages (is the campaign engaging the audience)
    • What were my costs per engagement (am I keeping costs under control and within agreed margins)
    • What is my overall cost of the campaign (is it within budget? If we have gone over budget has this been effective for me to do so – for example if I spend another €1k will I keep getting the results)
    • What is my ROI – particularly in e-commerce campaigns

    There are of course many others, but I feel if you have these in hand it covers the main drivers – most other numbers feed into these somehow.


    Look at future ideas and plans. If you are using a HPOA framework then only talk about those which are highest priority. You want to know the short to medium term at these meetings.


    Listen to what your team is saying. Make sure answers match the question being asked, or the numbers relate to a particular campaign action. People find it difficult to answer with numbers – sometimes because they feel they are too transparent and they might be scared of showing a weakness or failure in the campaign, or sometimes because they actually don’t know the numbers. Always encourage transparency with numbers, and demonstrate that the team is in this together. The number is not there to show a personal failure but for the team to help make it a success.


    Feed a sense of urgency into a meeting. Successful campaigns happen with planning, but often fail because they don’t happen soon enough. If actions are missed one week it could be a whole week before you know whether they get done again. The weeks, as you know, can fly by. Words like “waiting for a response …”, “I emailed them …”, “Getting the material together …” normally means they forgot about it and have not really driven that action. Find out what resources they need to make this happen – it could be beyond their capabilities, or they might need support to free up some time.


    It is very important that agendas and action plans are recorded and formalised. Often there are some great conversations within meetings but when people walk away you can find that accountabilities for those jobs are vague and nothing will get done.

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