How to Adapt Marketing to the Transition to Unit Economics

Successful B2B sales are a balance between night clubs and bars email list proven approaches and modern technologies. This combination allows businesses to be flexible, adapt to market changes and remain competitive. How to Adapt Marketing to the Transition to Unit Economics .

Artem Elisov, Commercial Director of Completo, spoke about how to increase sales efficiency with the help of AI, what to track to evaluate marketing efficiency from a business point of view, what unit economics has to do with it, and how to combine traditional working methods and innovative solutions. How to Adapt Marketing to the Transition to Unit Economics .

Marketing and Unit Economics: How to Divide Costs and Calculate Efficiency

Unit economics is a financial model that allows you to calculate the profitability, cost effectiveness and other indicators of each specific product or service.

It helps businesses make informed technological solutions to grow your business decisions and optimize costs. The main areas of work with unit economics:

• Unit economics by product – calculation of profitability of each product.
• Unit economics by geography — analysis of profitability in different regions. For example, in the context of international or national markets, in the context of specific federal units.
• Unit economics by target audience — assessment of the efficiency of work with different segments of clients, where the division is by industry. For example, pharmaceuticals, construction, IT solutions.
• Unit economics by the size of the average check. A good example in this case are banks working under various schemes with small, medium, large businesses.
• Unit economics by target audience segment and price level. This division is most clearly expressed in B2C. For example, X5 Group has discounters Chizhik and a supermarket chain Perekrestok, positioned as a chain with “high-quality fresh products”.

Basic principles of unit economics

To implement unit economics, it is important to consider its basic principles from the holding’s perspective:

1. Availability of direct costs. This includes everything related to the costs of business units, i.e. units.
2. And indirect costs. That is, costs for the clean email  back office, IT infrastructure maintenance, HR, marketing, upselling, if this is not distributed among units.
3. Gross profit. How much a particular unit gives to the holding.
4. Start-up costs. When opening a new unit, do not forget that you need to allocate additional resources for marketing and sales, and take all this into account.

Marketing Cost Allocation Factors

Of course, there may be more, but, as practice shows, it is worth paying attention to the following five first:

• The reason why clients come to the company. Where does the traffic come from, how high-quality is it and how does it affect the sales funnel.For example, in the case of Completo, about 60% of Clients come to us not to receive a specific service, but as B2B experts who can offer a working solution to their problem.The reason for entering is the company and its positioning and reputation as a whole, and not a single unit.
• Marketing work is labor-intensive. Content creation, launching advertising campaigns, and analytics require different levels of involvement from specialists.Writing an article by an SEO unit and by web developers are completely different time commitments that are also important to keep in mind and understand what will influence them.
• Existing distribution of leads. Let’s say you work in a certain industry where there are 2,500 companies. You need to consider how and by what principles they are distributed across the market in order to forecast your development and correctly plan costs.
• Leading product or unit. “Flagship” products can generate more leads, but often require increased promotion costs. However, it is worth considering that such products are capable of bringing a client to the company, with whom other units can work.
• Unit participation in marketing. Employees of one unit can be excellent speakers and authors, ready to speak a lot and prepare content, while those of another unit can be salespeople and product managers, “techies” not predisposed to such activities. Accordingly, in the second case, marketing expenses will be higher.

How can we schematically reflect the distribution of such costs?

Let’s consider 2 main options.

Option 1: if you calculate costs directly in rubles.

Here it is worth highlighting the costs of general marketing (especially if they come to you as an expert company, and not immediately for a specific service). And the costs of each unit, where they, on their own initiative or at the request of marketing, allocate funding to meet the needs for quallids.