"Results-oriented" is an empty phrase if there's no formula behind it

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Megapiksel's ads feature buzzwords like "results-oriented," "systematic," "grow the business." Words that aren't new in the agency world. Easy to throw around, because there's no real way to argue against them or check them. There's no objective criterion for truth.

It's fair to ask: what's actually behind those words?

I'll give an overview of the actual things we do. I'll try to avoid philosophy, internal beliefs, and ideals.

Megapiksel's leadership's aim is to make Megapiksel the most marketing-competent agency there is, one that can actually grow companies. We're not there yet, but we're moving in that direction.

 

Marketing strategy and plan, before any marketing starts

We start with a workshop, where we ask:
  1. What's the business goal this year, and five years from now?
  2. What has the company's growth and history looked like so far?
  3. Competition.
  4. What's the plan for foreign markets?
  5. Which metrics does leadership track?
 
On top of that, marketing-related questions about the target audience and product portfolio. We run some brainstorming sessions to work out category entry points (situations where a brand might come to someone's mind — the thoughts, needs, situations, emotions, and contexts that get activated in someone's head before a purchase decision, and that get tied to the brand in their memory); and distinctiveness/positioning.
 
Alongside the workshop, we audit the marketing done so far, where we request access to ad accounts and other data, to assess what's been done well and map out the bottlenecks.
 
We then present the marketing strategy, an important part of which is:
  • the business goal — what do we want to achieve as a business?
  • the marketing goals derived from that — a clear overview of the steps for how we'll reach those goals.
The marketing plan section goes into detail, and we provide a full-year action plan with ideas for specifically what we'll do each quarter to deliver results.
 
All activities are laid out in table columns:

Activity goal

What do we want to achieve?

Activities in the marketing plan

What are we doing?

Result metrics

How do we measure success quantitatively? In addition to new clients.

 

The plan includes every channel we see as capable of delivering results. Depending on the case: digital ads, outdoor advertising, radio, TikTok, TV, or others.

 

We measure the ROI of our partnership

 

We agree on the metrics we'll track. So we're not living in parallel realities, the agency and the client can't be tracking different metrics. Evaluating business results can be complex at times, and we want to track the same numbers leadership does — revenue, sales volumes, contracts, inquiries, and so on. 
 
We then set our own activity metrics — the ones we'll work to shift through marketing so that the numbers above grow. 
 
Once client results data starts coming in to us, we start measuring "our partnership's ROI for the client" — that is, how much is actually left on the bottom line.
 
Our partnership ROI = revenue – (media spend + agency fee) 
 
Once a month, we hold OKR (objectives and key results) meetings with the team, where we review the previous month's results and completion rate, and set the goals for the following month. Five people put their heads together at these meetings: the project manager, strategist, marketing specialist, Google Ads specialist, and Meta Ads specialist. There are roughly 30 metrics that we track and influence for every client.

 

The marketing package has to be a good business investment 

For a long-term partnership to work, Megapiksel's marketing package needs to be a good investment from a business standpoint. 
 
For project managers, we've defined red flags — events that need to be flagged when they happen, because that's when we know the client needs to be put under the team's microscope.
 
The two most critical red flags are: 
  • marketing results are declining;
  • the client's revenue has dropped.

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