The best way for a customer advocacy program to survive long-term is to establish metrics and reporting functions early on that prove – to stakeholders and upper management – the value of the program, both at a high-level and in-depth. Read through this Q&A with Sr Advocacy Consultant Denise Taylor to learn more!

One of the most meaningful and powerful bi-annual metrics that we have in our portfolio, Client Lifetime Total Revenue and Longevity (CLTR-L) was developed to evaluate the dollar value of a client relationship over the length of the contract, and the longevity of the relationship. This metric enables us to quantifiably contrast the average value of active advocates against the average value of non-advocates. From this, we can help our clients demonstrate the tangible business impact that active advocates are making on just their part of the overall revenue.

This blog features a Q&A with Senior Advocacy Consultant Barbara Leavy, in which she speaks about her experience managing the advocacy program at a fortune 500 company. Topics include navigating acquisitions, setting client expectations, the challenges of massive product portfolios and more!

How do you know when it’s time to adapt your metrics strategy, and how do you figure out which new accomplishments to report on? Read on for tips and examples of shifting company priorities that may signal it’s time to adapt your metrics and reporting strategy.