By: Jacob Maslow

You know your campaign has the potential to make an impact. The strategy’s in place, and the numbers seem reasonable. But unless your leadership team is convinced, none of it will take off. That’s the challenge: turning a solid marketing idea into something that resonates with the boardroom. So, how do you break through the noise and actually get buy-in?

Use the Right Metrics

It’s common practice to reach for metrics like impressions or bounce rates. After all, those are the figures your team tracks on a daily basis. But here’s the thing: most C-suite executives don’t typically think in those terms. They’re not asking how many people clicked. They’re thinking: Will this help us grow? Is there a return? What could happen if we don’t take action?

Shift away from the marketing jargon. Instead, focus on what your plan means for things like revenue, market share, or overall efficiency. For example, will the campaign help reduce customer acquisition costs? Can it help speed up the sales pipeline or possibly improve retention in measurable ways?

Bring Evidence

Instead of relying on forecasts or theoretical projections, anchor your case in what has actually worked. Have previous campaigns helped drive margin growth? Show that. Are competitors spending more and moving ahead? Comparisons matter, especially when they highlight potential missed opportunities.

Executives tend to respect risk and opportunity, but they trust evidence. So, if you can walk in with tangible outcomes, rather than just optimism, your credibility will improve.

Align with Current Priorities

Priorities can shift from quarter to quarter. One week, leadership’s hyper-focused on reducing costs. Next, it’s all about expanding. If your proposal doesn’t align with those changes, it may risk sounding out of touch, even if your plan is solid.

Let’s say the current focus is efficiency—that’s your angle. Show how partnering with an agency like Fluid Commerce could potentially reduce costs and improve speed. If the mood is more focused on growth, then position your plan around expanding market reach.

Keep Your Messaging Sharp

Not everyone in the room will care about platform changes or specific audience segments. What they will care about is what the business gains and when.

Be clear—outline what success looks like. Lay out timelines, milestones, and how you’ll track progress. But just as importantly, mention what’s at risk. What happens if you wait six months? Or a year? Could a competitor gain ground? Could growth targets potentially be missed?

Get the Timing Right

Even the most well-thought-out plan won’t land if the timing is wrong. Try to align your pitch with moments when the business is open to change, such as during annual planning, after a strong quarter, or when budgets are being reviewed. These windows are more important than many realize.

Getting buy-in from the C-suite isn’t about flashy decks or clever taglines—it requires speaking their language. Make the connection between your strategy and the business priorities they’re already juggling. Make it relevant, make it clear, and above all, make it easy for them to say yes.

Disclaimer: The information provided in this article is intended for general informational purposes only and does not constitute business, financial, or professional advice. The strategies and suggestions outlined may not be applicable to every organization. Readers are encouraged to consult with qualified professionals or advisors to assess their specific needs before making decisions related to marketing, business strategy, or investment.