Predicting Future Impact Of Content Marketing

This edited excerpt is from “B2B Content Marketing Strategy” by Devin Bramhall ©2025, and is reproduced and adapted with permission from Kogan Page Ltd.

Marketing can contribute to company growth in many different ways: Net new sales, customer retention, reduces risk from competitors, sometimes creates new revenue streams (like events) that impact more than one company goal, bringing a product to market successfully, feature adoption/upsells, to name a few.

The challenge marketers have is convincing multiple stakeholders that their work did, in fact, contribute to any of these areas. Even if you have goals and agreed-upon metrics to measure success, reporting on marketing ends up being fraught with all kinds of complications, from the political and interpersonal to depth of knowledge about marketing and what shows up as “impact” and “value” to the business.

The opportunity for marketers in this situation is that the people who need to be convinced don’t know what “the answer” to marketing attribution is either. They argue with each other about it behind closed doors and change their minds a lot, but they honestly can’t really prove anything better than you can. They just bought into some corollary model or made one up and have spent a ton of time campaigning internally and out in the world to make other people believe their way is correct, and eventually some of them do.

Predicting Future Impact

Most reporting focuses on what’s already happened – last month’s lead generation, last quarter’s revenue, or last year’s customer acquisition costs.

While historical data is crucial to making future decisions, it also keeps marketing leaders in a reactive position. By the time you identify a problem, it’s already affected your results. Leading indicators give you time to adjust course when needed, rather than explaining missed targets after the fact.

That’s why monitoring the signals along the way is also useful, if executed thoughtfully.

A few caveats:

• Monitor quietly. You don’t have to share what you observe with your executives 1) at all, or 2) until you’re ready. They’ll either get confused or too excited, and neither leads to a good place for you.
• Work with your data team. Whatever job title they’ve been given at your company, find the people who have access to the raw data and ask them questions. Be specific about what you want to know. You don’t have to know the exact data types, time periods, or segments. They just need a detailed question to get you what you need.
• Talk it through. Since data contains multiple realities depending on how you slice it, I’ve always found it helpful to run any conclusions or stories by my data team and, where possible, my boss (see first bullet!). Basically, I look for two different analytical perspectives:
  • Someone whose job it is to ensure our data is accurate.
  • Someone whose job it is to analyze data for reporting on the business.

Remember: Reporting isn’t a…