Spread the word on the value and impact of marketing

CMOs face a paradox: while they are often skilled storytellers with external audiences, many struggle to effectively communicate the value and impact of marketing within their own organisations. This internal communication gap is more than a missed opportunity – it’s a critical risk.

As marketing budgets come under increased scrutiny and the function is too often seen as a cost centre rather than a profit driver, the ability to clearly demonstrate marketing’s business value is essential for securing resources, building partnerships, and driving organisational growth.

According to Gartner research, proving the value of marketing to the business was among the top three challenges cited by marketing leaders. This concern is not unfounded: a growing number of CMOs report that marketing is perceived as a cost centre. Overcoming this perception requires more than just data; it demands a strategic, audience-centric approach to internal communication.

Prioritise internal audiences for maximum impact
Not all internal stakeholders are created equal. Attempting to communicate with everyone in the same way dilutes the impact of even the most compelling messages. CMOs must prioritise their audiences based on authority, influence, and their role in marketing’s success.

– Core audiences, such as the CEO, CFO, and heads of sales, product, or finance, are critical collaborators. These stakeholders have significant influence over budgets and strategic decisions. Communication with them should be frequent, tailored, and directly linked to their priorities, such as profitability or customer acquisition.

– Operational audiences, including HR, legal, and communications, play an important supporting role. Regular, but less frequent, updates keep them aligned with marketing’s direction.

– Informational audiences, like supply chain or R&D, require broad context and should be kept informed through general channels such as town halls or company-wide newsletters.

Craft clear, targeted internal marketing communication
CMOs must resist the temptation to rely solely on dashboards and metrics. While data is important, it rarely tells the full story. Instead, marketing leaders should:

– Tailor the message: Just as with external campaigns, internal communication should be audience-specific. Be clear about what’s most important to each audience as well as areas that may be low priority or of no interest.

– Be outcome-driven: Focus on how marketing initiatives contribute to business goals. Share stories that connect metrics to tangible outcomes, such as increased revenue or improved customer retention.

– Be proactive: Don’t wait for stakeholders to ask for updates. Schedule regular touchpoints and be strategic about the level of detail shared.

– Mobilise the team: Encourage marketing staff to weave core narratives into their interactions with cross-functional peers, reinforcing marketing’s value at every touchpoint.

– Build credibility with consistent wins: Regularly communicate small victories to counteract the perception of marketing as overpromising and underdelivering.

Avoid common communication traps
Finally, CMOs should avoid pitfalls like over-reliance on dashboards, monologuing instead of dialoguing, oversharing irrelevant details, and failing to manage expectations. Effective internal communication is a two-way street, requiring active listening, restraint, and alignment with stakeholder priorities.

Proving marketing’s value internally is not just about metrics – it’s about mastering the art of strategic storytelling, prioritising audiences, and fostering genuine collaboration. By doing so, CMOs can shift perceptions, secure resources, and position marketing as an indispensable driver of business growth.

Rutba Aalee is a research specialist and Chris Ross is a VP analyst in the Gartner Marketing Practice