A weekly marketing review is a working session, not a slide walkthrough. The goal is to compare pipeline generated against the plan, inspect channel performance, surface what to double down on and what to kill, and leave with named owners and dated experiments for the coming week. This guide gives you a repeatable 45-60 minute agenda, the pre-reads to send ahead, and the recap to send after.
Time: 45-60 minutes weekly
Start the meeting on the only number that keeps marketing honest: sourced pipeline against the weekly plan. In the first 5 minutes, pull three figures and put them on the shared screen. Pipeline generated this week, pipeline generated quarter to date versus the straight-line target, and cost per opportunity blended across channels. If sourced pipeline is below the weekly target, the rest of the hour is about pipeline generation, not brand or content polish. If it is above the target but cost per opportunity is drifting up, the rest of the hour is about efficiency. Name the pattern out loud so the team spends the review on the right failure mode rather than defending favorite campaigns.
Walk every active channel in a fixed order so the review feels the same every week. Paid search, paid social, SEO and organic, email and nurture, events and field, partner and co-marketing, outbound-assist. For each channel, read four numbers out loud: spend this week, MQLs and SQLs produced, pipeline sourced, and cost per opportunity against the channel target. Keep each channel to 3-4 minutes. If a channel owner cannot speak to their numbers without the dashboard, that is a prep failure, not a meeting problem, and gets handled offline. The goal is a consistent weekly read of where money is working and where it is leaking.
After the channel walk, zoom in on specifics. Call out the three campaigns, assets, or placements that outperformed this week, and the three that underperformed. For each win, name the pattern: audience, offer, creative, landing page, timing, or sequence. For each loser, decide one of three outcomes right now: kill it, iterate once with a specific change, or let it run one more week with a dated check-in. Keeping the list to three on each side forces real decisions rather than a 20-item inventory that nobody acts on. The wins become playbook candidates. The losers become experiments or budget that gets reallocated by Friday.
Spend 7-10 minutes on attribution and ROI, grouped by cohort rather than by campaign. Pull the pipeline and closed-won numbers for the cohorts the team cares about this quarter: ICP segment, company size band, geo, and the source of the opportunity. The point is not to re-litigate the attribution model, which was locked at the quarter start, but to see which cohorts are converting through the funnel at healthy rates and which are stuck. A channel that produces a lot of MQLs but almost no closed-won in a given cohort is misfiring, even if the top-line numbers look fine. Agree one cohort to protect, one to grow, and one to deprioritize for the coming week.
Experiments are what turn a review from a reporting ritual into a growth system. Agree 2-4 experiments the team will run in the next 7 days, each with a clear hypothesis, the single variable being tested, the expected directional outcome, and the metric that will declare it a hit or miss. One experiment per channel is a healthy baseline. Avoid stacking more than four, because overlapping tests contaminate each other and the team spends the next review arguing about causation. Experiments can also include killing a channel for a week to see if the pipeline math holds. That is a valid test, not a retreat.
No action leaves the review without a named owner and a date. Not a channel, not a team, not a job title. One person. The action is not vague either: it is a dated event with a verifiable outcome. Launch the new landing page variant by Wednesday 5pm. Pause the underperforming LinkedIn ad set by end of day Monday. Ship the account-based email sequence to the top 50 target accounts by Thursday. Owners commit live, in the meeting, and the commitments are logged in the shared doc or project board. Next week opens by scoring last week's commitments as hit, missed, or renegotiated. Commitment-tracking is what makes the review stick.
In the final 5 minutes, surface risks and the asks that cross into sales, product, or finance. Risks are leading indicators: a nurture program that has not shipped new content in 3 weeks, a landing page conversion rate that has drifted down 4 points over the last month, a paid channel that is burning budget on a cohort sales no longer sells into. Cross-functional asks go here too: SDR follow-up SLA on inbound leads, product marketing support for a new segment, finance alignment on in-quarter budget shifts. Naming risks in the room beats discovering them in the month-end review when the quarter is already locked.
The review ends in the shared inbox, not in the meeting. Send a recap within 2 hours covering pipeline generated versus plan, the channel-by-channel one-line read, the top 3 wins and bottom 3 campaigns with their decisions, the agreed experiments with hypotheses and owners, the risks flagged, and the owners and deadlines on every action. Copy the full marketing team, the sales liaison, and the leader marketing reports to. The recap serves two jobs: it holds commitments in writing, and it gives absent stakeholders a 2-minute read instead of a meeting replay. Over time the recap thread becomes a weekly log of marketing health that is more useful than any single dashboard.
45 to 60 minutes for a team of 5-10 marketers. If the meeting routinely runs past 60 minutes, the pre-read is doing too little work or the agenda has grown. Push dashboard hygiene upstream, cap channel discussion at 3-4 minutes each, and park deep working-session topics for a separate slot.
Demand gen, content, product marketing, marketing ops, and the sales liaison. The CMO or marketing leader runs it weekly. Finance and the CEO drop in monthly, not weekly, so the review stays a working session rather than a leadership performance. Agencies attend as needed, usually once a month, with their own channel owner inside the company representing them weekly.
For most B2B SaaS teams, marketing sourced plus marketing influenced pipeline together should cover 2-3x of quota for the quarter, with marketing sourced in the 30-50 percent range of total sourced pipeline. Ratios vary with motion: PLG-heavy companies lean higher on marketing sourced, outbound-heavy companies lean lower. Lock the target at the quarter start and inspect it weekly against pace.
No. Marketing review inspects channels, campaigns, and experiments. The sales pipeline review inspects deals and surfaces risk. Running them together produces either a shallow marketing read or a shallow deal read. Keep them separate and schedule a short weekly marketing and sales sync, 20-30 minutes, specifically for inbound SLA, lead handoff quality, and account-based alignment.
Lock the attribution model for the quarter, score every channel on sourced pipeline and cost per opportunity rather than MQL volume, and track experiment hit rates over time. Vanity campaigns that look good in week 1 and never convert show up in the cohort view by week 4. Public weekly scoring plus commitment tracking shuts down most gaming inside a quarter.
A CRM that reports sourced and influenced pipeline by channel, a marketing automation platform with UTM-tagged campaign reporting, a shared dashboard that every attendee can open live, and a project board or doc for commitments. Strkr covers the pipeline, attribution, and campaign reporting side in one place so the review runs on one dashboard instead of five tabs.
Strkr gives marketing teams live pipeline-by-channel views, attribution locked to the quarter, campaign cost reporting, and commitment tracking so every review ends with owners and dates, not just slides.
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