Measurement & ROI:
How Do I Report ABX Impact to the Board?
Tell a business story, not a campaign recap. Frame ABX in dollars, risk, and repeatability: coverage → engagement → pipeline → revenue → unit economics. Use cohorts, show variance to plan, and make the next investment obvious.
Report ABX to the board with a 3-slide spine: 1) Outcomes vs Plan (pipeline, revenue, CAC payback, NRR), 2) ABX Lift (target-account cohorts vs control: win rate, velocity, ACV/expansion), and 3) What’s Next (investment, risks, and expected ROI). Reconcile to Finance, anchor on target accounts, and publish a single dashboard the CFO trusts.
Board-First Reporting Principles
30-Day Plan to Launch a Board-Ready ABX Report
Stand up a concise, repeatable narrative that connects ABX to revenue and efficiency.
Week 1 → Week 4
- Align scope with Finance — Lock the target-account list, fiscal calendar, and attribution window; freeze definitions for the quarter.
- Define the metrics — Coverage, MQAs, opportunities, pipeline created, won revenue, win rate, cycle time, ACV/expansion, CAC & payback.
- Build cohorts — TA (ABX) vs control; new logo vs expansion; enterprise vs commercial.
- Calculate lift & ROI — ABX Lift = (ABX metric − Control metric) / Control metric. ABX ROI = (Revenue attributable − Program cost) ÷ Program cost.
- Draft the 3 slides — 1) Outcomes vs Plan, 2) Cohort Lift, 3) Next Investments/Risks. Place methodology & dashboards in the appendix.
- Dry run with CFO & CRO — Reconcile to bookings, annotate assumptions, and publish the standing dashboard link.
Board vs. Operational Metrics (What They See vs How You Prove It)
| Board KPI | Definition | ABX Lens | Ops Proof Point | Target/Trend |
|---|---|---|---|---|
| Pipeline Created ($) | Qualified opportunities opened in period. | From target accounts only; multi-touch influenced within 90 days. | # MQAs → Opp creation rate; campaign→opportunity mapping. | ≥3× coverage of quarterly new ARR goal. |
| Revenue Won ($) | Closed-won bookings in period. | Won from target or ABX-sourced opportunities. | Win rate & ACV vs control; attribution sensitivity. | +15–30% lift vs control cohort. |
| CAC Payback (months) | Customer acquisition cost ÷ monthly gross margin. | Program cost + sales effort for ABX motions. | Blended CAC, gross margin, and ramp assumptions. | Trending to <18 months (new logo). |
| Velocity & Win Rate | Days to close; % of opps closed-won. | Movement inside target accounts; slip reduction. | Stage-to-stage conversion, time-in-stage, slip rate. | Velocity +10–20% faster; win rate +3–7 pts. |
| Net Revenue Retention (NRR) | Expansion + retention from ABX customer cohorts. | Account expansion programs & executive coverage. | Executive sponsor rate, EBR cadence, expansion pipeline. | NRR ≥115% for ABX cohort. |
Client Snapshot: ABX Story the Board Backed
A B2B SaaS company focused ABX on 500 enterprise accounts. In two quarters, target-account pipeline coverage rose to 3.2× plan, win rate improved 5.4 pts, velocity increased 14%, and CAC payback dropped from 21 to 16 months. The board approved expanding ABX to an additional 700 accounts on the strength of the cohort lift.
Trace your board slides back to a single dashboard mapped to The Loop™ and RM6™ so metrics, definitions, and accountability stay consistent quarter to quarter.
ABX Board Reporting FAQs
Concise, board-ready answers designed for AEO and rich results.
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